Date post: | 31-Dec-2015 |
Category: |
Documents |
Upload: | beryl-norton |
View: | 214 times |
Download: | 3 times |
MGMT 620MGMT 620ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
----------------------------------------------------------------------------IndividualIndividual
TeamTeamDepartmentDepartment
Facility, Plant, etc.Facility, Plant, etc.DivisionDivision
OrganizationOrganization--------------------------------------------------------------------------
ORGANIZATIONAL THEORYORGANIZATIONAL THEORY
ManagementManagementManagementManagement The attainment of organizational goals The attainment of organizational goals
in an effective and efficient manner through in an effective and efficient manner through planning, organizing, leadingplanning, organizing, leading, and , and controllingcontrolling organizational resources organizational resources
OrganizationOrganizationOrganizationOrganization
A A formally structuredformally structured collection of collection of individuals working toward individuals working toward common common goals.goals.
A social entity that is goal directed, A social entity that is goal directed, designed as deliberately structured and designed as deliberately structured and coordinated activity systemscoordinated activity systems, and , and linked linked to the external environmentto the external environment..
Why Study Organizations?Why Study Organizations?
OrganizationalOrganizationalResearchResearch
UnderstandUnderstandorganizationalorganizational
behaviorbehavior
PredictPredictorganizationalorganizational
behaviorbehavior
InfluenceInfluenceorganizationalorganizational
behaviorbehavior
Scientific ApproachScientific ApproachScientific ApproachScientific Approach
Seeking information in a Seeking information in a systematicsystematic and andunbiased unbiased mannermanner
Scientific ApproachScientific ApproachScientific ApproachScientific Approach
General Methods of Behavioral Research---General Methods of Behavioral Research---A Continuum:A Continuum:
Case /Case /
NaturalNatural Field Field Lab. Lab.
<Observat. Survey Exper. Exper.><Observat. Survey Exper. Exper.>
Scientific ApproachScientific ApproachScientific ApproachScientific Approach
THE FURTHER TO THE THE FURTHER TO THE RIGHTRIGHT::
-The -The higherhigher the the controlcontrol of the of the IndependentIndependent Variable(s). Variable(s).
-The -The higherhigher the the precisionprecision in measuring in measuring the the DependentDependent Variable(s). Variable(s).
-The -The lowerlower the the realismrealism..
Laboratory ExperimentLaboratory ExperimentLaboratory ExperimentLaboratory Experiment““Impressions of Organizational Responses to Impressions of Organizational Responses to
Whistleblower Accusations” – Decker & CaloWhistleblower Accusations” – Decker & CaloDependent Variables:Dependent Variables:
1) Respondents’ ratings of Firm1) Respondents’ ratings of Firm2) Respondents’ ratings of Whistleblower2) Respondents’ ratings of Whistleblower
Independent Variables:Independent Variables:1) Firm Admits Guilt vs. Firm Denies1) Firm Admits Guilt vs. Firm Denies2) Whistleblower is Fired vs. Not Fired2) Whistleblower is Fired vs. Not Fired3) Company Product: Tires vs. Paint3) Company Product: Tires vs. Paint4) Customer: Individuals vs. Govt. Agencies4) Customer: Individuals vs. Govt. Agencies
PeoplePeopleMoneyMoney
MachinesMachines
MaterialsMaterials
Doing the right thingsDoing the right things
EfficiencyEfficiency = =Getting the most Getting the most out of resourcesout of resources
EffectivenessEffectiveness = =Choosing worthwhileChoosing worthwhilegoals and achievinggoals and achievingthem to the fullestthem to the fullest
Doing things rightDoing things right
The Four Functions of MgmtThe Four Functions of MgmtThe Four Functions of MgmtThe Four Functions of Mgmt
PlanningPlanning Select goals Select goals
& ways to & ways to attain themattain them
OrganizingOrganizing Assign Assign
responsibility responsibility for tasksfor tasks
LeadingLeading Use Use
influence to influence to motivatemotivate
Controlling Controlling Monitor Monitor
activities & activities & make make
correctionscorrections
Levels of ManagementLevels of ManagementLevels of ManagementLevels of Management
TopTopManagemenManagemen
tt
MiddleMiddleManagemenManagemen
tt
Lower (Supervisory, Operational, Lower (Supervisory, Operational, First-Line) ManagementFirst-Line) Management
Examples: President,Examples: President,CEO, Executive V-PCEO, Executive V-P
Examples: RegionalExamples: RegionalManager, Plant ManagerManager, Plant Manager
Examples: AccountExamples: AccountManager, Office Manager, Office ManagerManager
How Do You Learn How Do You Learn to Manageto Manage??How Do You Learn How Do You Learn to Manageto Manage??
(Based on a study of successful managers at (Based on a study of successful managers at Honeywell)Honeywell)
50% from job experience50% from job experience 30% from other persons30% from other persons 20% from education & training20% from education & training
Effective Managers’ AttributesEffective Managers’ Attributes Conceptual, Technical, Human SkillsConceptual, Technical, Human Skills Self-ObjectivitySelf-Objectivity Analytic ThinkingAnalytic Thinking Creative ThinkingCreative Thinking Oral CommunicationOral Communication Written CommunicationWritten Communication Resistance to StressResistance to Stress Tolerance of UncertaintyTolerance of Uncertainty
Classical Perspective (1900+)Classical Perspective (1900+)
Emphasized a Emphasized a rationalrational, , scientificscientific approach to study of management and approach to study of management and sought to make sought to make workersworkers and and organizationsorganizations like efficient operating like efficient operating machines machines
Classic. Perspective CategoriesClassic. Perspective Categories
ScientificScientific Management Management Frederick TaylorFrederick Taylor Frank and Lillian GilbrethFrank and Lillian Gilbreth
Bureaucratic Organizations (rational)Bureaucratic Organizations (rational) Max WeberMax Weber
Administrative Principles (rational)Administrative Principles (rational) Henri FayolHenri Fayol
Characteristics of Classical Mgmt.Characteristics of Classical Mgmt.Characteristics of Classical Mgmt.Characteristics of Classical Mgmt. Scientific Bureaucratic Administrative
EmphasesRulesRationality
EmphasesRulesRationality
FocusWhole organization
BenefitsFairnessEfficiency
DrawbacksRigiditySlowness
EmphasesTraining routinesFinancial motivation
EmphasesTraining routinesFinancial motivation
FocusWorkers
BenefitsProductivityEfficiency
DrawbacksOverlooks social needs
EmphasesManagement functionsChain of Command
EmphasesManagement functionsChain of Command
FocusManagers
BenefitsClear structureGuiding PrinciplesEfficiency
DrawbacksOversimplified, doesn’t consider environment
Shift in Management Thinking Shift in Management Thinking Following the Hawthorne StudiesFollowing the Hawthorne Studies
FromFrom ToTo
Classical Classical ManagementManagement
Humanistic ApproachHumanistic Approach
- Rationality- Rationality
- Efficiency- Efficiency
- Standardization- Standardization
Recognition of Recognition of importance of importance of
workers’ Social workers’ Social EnvironmentEnvironment
Humanistic Perspective (1920s+)Humanistic Perspective (1920s+)Behavior Science Appr. Behavior Science Appr.
e.g., Hawthorne Studiese.g., Hawthorne Studies
Human Relations Approach Human Relations Approach Emphasizes enlightened treatment of workersEmphasizes enlightened treatment of workers
Human Resources Appr. Human Resources Appr. Emphasizes power sharing between managers Emphasizes power sharing between managers
and employees and employees e.g., Theory Ye.g., Theory Y
Management Science PerspectiveManagement Science Perspective(1940+)(1940+)
Involves Mathematics, ComputersInvolves Mathematics, Computers Examples:Examples:
ForecastingForecasting Inventory controlInventory control SchedulingScheduling Break-even analysisBreak-even analysis
Systems Theory (1950+)
How the parts fit togetherHow the parts fit together How the organization interacts with its How the organization interacts with its
environmentenvironment
Systems TheorySystems Theory
InputsInputs TransformationTransformation OutputsOutputs
* Raw materials Raw materials * Human resources * Human resources * Information * Information * Financial resources* Financial resources
* Products/services Products/services * Profits/losses * Profits/losses * Employee * Employee
satisfactionsatisfaction
Contingency View (1960+) Integrates many of the other viewsIntegrates many of the other views ““No one best way to manage - the best No one best way to manage - the best
way depends on the situation (e.g., way depends on the situation (e.g., have few rules in a small organization, have few rules in a small organization, many rules in a large one)many rules in a large one)
Current Challenges in OrganizationsCurrent Challenges in Organizations• Global CompetitionGlobal Competition• Organizational RenewalOrganizational Renewal
• Reengineering, Virtual Orgs.Reengineering, Virtual Orgs.• Strategic AdvantageStrategic Advantage
• Total Quality, Knowledge Management, Total Quality, Knowledge Management, • Employee RelationshipsEmployee Relationships
• Team-based Orgs., Inspirational LeadershipTeam-based Orgs., Inspirational Leadership• Diversity (incl. Global)Diversity (incl. Global)• Ethics and Social ResponsibilityEthics and Social Responsibility
Contemporary Organizational Contemporary Organizational Trends to Meet the ChallengesTrends to Meet the Challenges Companies stressing vision and valuesCompanies stressing vision and values Organizations “knowledge-based”, Organizations “knowledge-based”,
stressing “life-long learning”stressing “life-long learning” Quality a forethought, not afterthoughtQuality a forethought, not afterthought Companies smaller Companies smaller Organizations “flatter”Organizations “flatter” Structures more team-based and Structures more team-based and
“boundaryless”“boundaryless”
Contemporary Organizational Contemporary Organizational Trends (continued)Trends (continued)
Employees more empowered (Managers Employees more empowered (Managers moving from being bosses to being moving from being bosses to being facilitators)facilitators)
Companies changing from monocultural Companies changing from monocultural to multiculturalto multicultural
Evolution of the 21st-Century Evolution of the 21st-Century ManagerManager
Past ManagersPast Managers Future Future ManagersManagersOrder giver,
privileged elite, manipulator, controller
Facilitator, team member, teacher, advocate, sponsor, coach
Periodic learning, narrow specialist
Continuous life-long learning, generalist with multiple specialties
Time, effort, rank Skills, results
Primary RolePrimary Role
Learning & Learning & KnowledgeKnowledge
CompensatioCompensation Criterian Criteria
Cultural Cultural OrientationOrientation
Monocultural, monolingual
Multicultural, multilingual
Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont.)Manager (cont.)
Past ManagersPast Managers Future Future ManagersManagersFormal Authority Knowledge (technical
interpersonal)
Potential problem Primary resource
Afterthought Forethought
Limited input for individual decisions
Multicultural, multilingual
Primary RolePrimary Role
View of View of PeoplePeople
Ethical Ethical ConsideratioConsiderationsns
Decision Making Decision Making StyleStyle
Primary Primary CommunicatioCommunication Patternn Pattern
Vertical Multidirectional
Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont.)Manager (cont.)
Past Managers Future Past Managers Future ManagersManagers
Nature of Nature of Interpersonal Interpersonal RelationshipsRelationships
Competitive(win-lose)
Cooperative(win-lose)
Handling of Power Handling of Power and Key Informationand Key Information
Hoard and restrict access
Share and broaden access
Approach to ChangeApproach to Change Resist Facilitate