© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Organizational Behavior FMCU, Fall 2007 All presentations showed throughout the semester serve as a

© J. Rudy, Organizational Behavior, FMCU, Fall 2007

Organizational BehaviorFMCU, Fall 2007

All presentations showed throughout the semester serve as a complementary

material further to the required readings as stated in the course syllabus.

Mastering the content of these presentations will thus by no means be sufficient for the

purpose of exam preparation.


Introduction to Organizational Behavior

(OB)OBJECTIVES:

WHAT IS OB AND WHY IT IS IMPORTANT

THE NATURE OF ORGANIZATIONS

OB & MANAGEMENT

THE NATURE OF MANAGERIAL WORK

MANAGERIAL SKILLS

MANAGEMENT LESSONS FROM ABROAD: JAPANESE MANAGEMENT


What Is OB & Why It is ImportantOB IS A MULTIDISCIPLINARY FIELD DEVOTED

TO UNDERSTANDING INDIVIDUAL AND GROUP behavior interpersonal processes organizational dynamics

OB IS IMPORTANT BECAUSE individual & group behavior is related to

performance at work it is about common topics that now characterize a

modern workplace: ethical behavior, globalization, technology utilization, diversity, high performance, etc.

it can expand (your) potential for career success since it is a study or organizational processes from a managerial point of view


Why Is OB Important for Managers

MANAGERS ARE RESPONSIBLE FOR WORK THAT IS ACCOMPLISHED THROUGH THE PERFORMANCE OF (SUBORDINATED) PEOPLE

THE WORKFORCE IS CHANGING

CUSTOMER EXPECTATIONS ARE CHANGING

ORGANIZATIONS ARE CHANGING

RESULT – MANAGERS HAVE TO CHANGE AS WELL BECAUSE OF THE NATURE OF ORGANIZATIONS

AS SOCIOTECHNICAL SYSTEMS


The Nature of Organizations

ORGANIZATIONS ARE GROUPS (OR COLLECTIONS) OF PEOPLE WORKING TOGETHER TO ACHIEVE A COMMON PURPOSE

THE REASON WHY ORGANIZATIONS EXIST:

To reach goals that no person could reach alone

Example:

“TO SATISFY THE WORLD’S APPETITE FOR GOOD FOOD, WELL-SERVED, AT A PRICE PEOPLE CAN AFFORD“

(McDonald’s )


Typical Attributes of Organizations

created by people (common purpose)

run by people (managers)

their outputs serve to people(needs satisfaction)


Organization’s Purpose, Mission & Strategy

PURPOSE: MAY BE STATED AS THE CREATION OF GOODS OR SERVICES FOR CUSTOMERS

MISSION & MISSION STATEMENT: FOCUS THE ATTENTION OF ORGANIZATIONAL MEMBERS AND STAKEHOLDERS ON THE CORE PURPOSE

STRATEGY: GUIDES ORGANIZATIONS TO OPERATE IN WAYS THAT OUTPERFORM COMPETITORS

STAKEHOLDERS: PEOPLE AND GROUPS WITH AN INTEREST OR „STAKE“ IN THE PERFORMANCE OF THE ORGANIZATION


Organization’s Purpose, Mission & Strategy

ORGANIZATIONAL CULTURE: THE SHARED BELIEFS AND VALUES THAT INFLUENCE THE BEHAVIOR OF ORGANIZATIONAL MEMBERS

WORKFORCE DIVERSITY: INVOLVES DIFFERENCES BASED ON GENDER, RACE AND ETHNICITY, AGE, AND SEXUAL ORIENTATION

ORG. EFFECTIVENESS: SUSTAINABLE HIGH PERFORMANCE IN ACCOMPLISHING MISSION & OBJECTIVES


Trends in the New Workplace

COMMITMENT TO ETHICAL BEHAVIOR IMPORTANCE OF HUMAN CAPITAL DEMISE (the end) OF “COMMAND-AND-CONTROL” EMPHASIS ON TEAMWORK PERVASIVE INFLUENCE OF INFORMATION

TECHNOLOGY RESPECT FOR NEW WORKFORCE EXPECTATIONS CHANGING DEFINITION OF “JOBS” AND

“CAREER” (related to outsourcing and more individuals working as independent contractors)


High-Performance Organizations

Definition:

HPO ARE DESIGNED TO BRING OUT THE BEST IN PEOPLE AND PRODUCE SUSTAINABLE ORGANIZATIONAL RESULTS


Characteristics of HPO VALUE PEOPLE AS HUMAN ASSETS, RESPECT DIVERSITY &

EMPOWER ALL MEMBERS TO FULLY USE TALENTS TO ADVANCE ORGANIZATIONAL & PERSONAL PERFORMANCE

MOBILIZE TEAMS THAT BUILD SYNERGY FROM THE TALENTS OF MEMBERS AND THAT HAVE THE FREEDOM TO EXERCISE SELF-DIRECTION AND INITIATIVE TO MAXIMIZE THEIR PERFORMANCE CONTRIBUTIONS

UTILIZE THE LATEST IN INFORMATION & PRODUCTION TECHNOLOGIES, ACHIEVING SUCCESS IN BRINGING PEOPLE & TECHNOLOGY TOGETHER IN A PERFORMANCE CONTEXT

THRIVE ON LEARNING, WITH NORMS AND CULTURES THAT ENCOURAGE KNOWLEDGE SHARING & ENABLE MEMBERS TO EXPERIENCE CONTINUOUS GROWTH AND DEVELOPMENT

ARE ACHIEVEMENT ORIENTED, SENSITIVE TO THE EXTERNAL ENVIRONMENT, AND FOCUSED ON TOTAL QUALITY MANAGEMENT & BEING THE BEST IN DELIVERING CUSTOMER SATISFACTION


OB & Management

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT ARE RELATED TO EACH OTHER THROUGH PEOPLE:

OB deals with behavior of people at the workplace

MANAGEMENT is the management of people at the workplace

>>> based on this:


Organizational Behavior Is…

… A CONTEMPORARY MANAGEMENT APPROACH THAT STUDIES & IDENTIFIES MANAGEMENT ACTIVITIES THAT PROMOTE EMPLOYEE EFFECTIVENESS BY UNDERSTANDING THE COMPLEX & DYNAMIC NATURE OF INDIVIDUAL, GROUP, AND ORGANIZATIONAL PROCESSES


What Is Management?

Process (Research)

Profession (Practice)

Science (Theory)


Management As a Process

DONE THROUGH FUNCTIONS OF MANAGEMENT:

Planning

Organizing

Leading

Controlling

RELATED TO “WHAT MANAGERS DO”


Management As a Profession

MANAGERIAL REVOLUTION –

SEPARATION OF THE OWNERSHIP AND THE COMPANY MANAGEMENT


Management As a Science

INTEGRATES FINDINGS OF SEVERAL OTHER DISCIPLINES:

Psychology Sociology Anthropology Economics Political Science, etc.


Management from the OB Point of View

IS A PROCESS GOAL ORIENTED EFFICIENT AND EFFECTIVE IS THE MANAGEMENT OF PEOPLE


The Nature of Managerial Work

FUNCTIONS OF MANAGEMENT ARE RELATED TO “WHAT MANAGERS DO”

MANAGERIAL ROLES GIVE THE ANSWER HOW MANAGERS DO IT:

Interpersonal roleInformational roleDecisional role

An effective manager is the one whose team consistently achieves high-performance goals


Managerial Skills

A skill is an ability to translate knowledge into an action that results in a desired performance

Technical skills – the ability to perform specialized tasks

Human skills – the ability to work well with other people. They include communication skills.

Conceptual skills – the ability to analyze & solve complex problems

Emotional intelligence – the ability to manage oneself & one’s relationships effectively


Management Lessons From Abroad

Typical characteristics of Japanese approach to management:

Democratic country – companies can choose their system of management

Still there are some typical features: LIFE-TIME EMPLOYMENT SENIORITY SYSTEM RINGI SYSTEM (RINGI SEIDO) COMPANY TRADE UNIONS + some authors add also: IN-HOUSE TRAINING OF MANAGERS EXTENSIVE USE OF QUALITY CONTROL METHODS EMPHASIS ON CREATING HARMONIOUS RELATIONS AMONG

WORKERS


Contrast Japanese vs. European & American Management Practice

Europe & USA Specific Career

Japan Non-specific Career


Life-time Employment

ABOUT 35% OF WORKFORCE IN JAPAN ONE AND THE SAME EMPLOYER DURING THE LIFE-

TIME (PRODUCTIVE AGE – AFTER GRADUATION TILL THE AGE OF 55 YEARS)

EXECUTIVES ARE AN EXCEPTION PROCEDURE STARTS IN THE LAST YEAR OF STUDY

AT THE UNIVERSITY NOVEMBER 1 – THE SELECTION DAY NEW EMPLOYEES ENTER COMPANIES AS TO APRIL 1 RONIN – AN UNSUCCESSFUL ATTEMPT IN THE AGE OF 55 EMPLOYEES RETIRE


The Flow of the Workforce

2 groups of employees: Key workers Mid-career workers

LIFE-TIME EMPLOYMENT IS OFFERED TO THE FIRST GROUP ONLY! MANAGERS COME FROM THE SAME GROUP OF EMPLOYEES

Graduates“Productive

Age”Retirement

Age of18-23

Ageof 55


Seniority System = Compensation System

Partially based both on Taylorism & seniority

23 A G E 55

SALARY

(-)

(-)

(+)☺

ICHI-BAN

SAN-BAN

NAN-BANDESUKA?


Ringi System = Ringi Seido =A Decision-Making System

GROUP DECISION MAKING

(+) ALMOST PERFECT PROBLEM DEFINITION

(-) TIME CONSUMPTION


Trade Unions

DO NOT HAVE TRADE UNION ASSOCIATIONS

COMPANY TRADE UNION

Documents

© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Organizational Behavior FMCU, Fall 2007 All presentations showed throughout the semester serve as a