Organizational Behavior People, Processes, Structures Pfeffer’s 7 People-Centered Practices Job security (to eliminate fear of layoffs). Careful hiring

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People, Processes, Structures

Pfeffer’s 7 People-Centered Practices Job security (to eliminate fear of layoffs).Careful hiring (emphasizing a good fit with the company

culture).Power to the people (via decentralization and self-

managed teams).Generous pay for performance.Lots of training.Less emphasis on status (to build a “we” feeling).Trust building (through the sharing of critical information).

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Skills Exhibited by an Effective Manager

1. Clarifies goals and objectives for everyone involved

2. Encourages participation, upward communication, and suggestions

3. Plans and organizes for an orderly work flow4. Has technical and administrative expertise to

answer organization-related questions5. Facilitates work through team building,

training, coaching and support6. Provides feedback honestly and

constructively

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Skills Exhibited by an Effective Manager

7. Keeps things moving by relying on schedules, deadlines, and helpful reminders

8. Controls details without being over-bearing

9. Applies reasonable pressure for goalaccomplishment

10. Empowers and delegates key duties to others while maintaining goal clarity and commitment

11. Recognizes good performance with rewards and positive reinforcement

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Ethics at Work

Key Issues:

1. What about loyalty and commitment to the organization in the age of “Me, Inc.?”

2. Under the new employment contract, what do you owe

the company and what does the company owe you?

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Evolution of the 21st-Century Manager

Past Managers Future Managers

Primary Role Order giver, privileged Facilitator, teamelite, manipulator, member, teacher,controller advocate, sponsor

Learning & Periodic learning, narrow Continuous life-longKnowledge specialist learning, generalist

with multiplespecialties

Compensation Time, effort, rank Skills, resultsCriteria

Cultural Orientation Mono-cultural, Multicultural, monolingual multilingual

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Evolution of the 21st-Century Manager


Primary Source of Formal authority Knowledge (technicalInfluence interpersonal)

View of People Potential problem Primary resource

Primary Vertical MultidirectionalCommunicationsPattern

Decision-Making Limited input for Broad-based input forStyle individual decisions joint decisions

Ethical Afterthought ForethoughtConsiderations

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Evolution of the 21st-Century Manager (continued)


Nature of Inter- Competitive Cooperative personal (win-lose) (win- win) Relationships

Handling of Power Hoard Shareand KeyInformation

Approach to Resist FacilitateChange

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Learning About OB Through Theory, Research, and Practice

Research

Practice

Theory Most completeinformation for

betterunderstandingand managingorganizational

behavior

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Learning About OB From Theory

A good theoretical model:Defines key terms.Constructs a conceptual framework that

explains how important factors are interrelated. (Graphic models.)

Provides a departure point for research and practical application.

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Learning About OB From Research

Five Sources of OB Research Insights (a Priority Listing):Meta-analysesField studies

Laboratory studiesSample surveysCase studies

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Three Uses Of OB Research Findings

Instrumental Use (Direct practical application)

Conceptual Use (General conceptual enlightenment)

Symbolic Use (Verify or legitimize existing positions)

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A Topical Model for What Lies Ahead

External Environment (Cultural Context)

Organization (Structure, Culture, Change)

Understandingand managingorganizationalprocesses and

problems

Understandingand managing

individualbehavior

Understandingand managing

group andsocial

processes

Managers responsiblefor achievingorganizational

results with andthrough others

Organizationaleffectiveness

throughcontinuous

improvement

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Chapter 1 Key Issues

• What is OB?• What is the contingency approach to management?• Levels of analysis: individual, group, organizational• What is managing and why is managing in the US

different than managing in another country, such as Germany?

• Perspectives of effectiveness: individual, group, and organizational; what are causes? How do managers contribute to effectiveness?

• Compare goal, systems, and multiple-constituency approaches to effectiveness

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Organizational Culture

“The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”

- Edgar Schein

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Embedding Organizational Culture

• Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization

• The design of physical space, work environments, and buildings

• Slogans, language, acronyms, and sayings• Deliberate role modeling, training programs, teaching

and coaching by managers and supervisors• Explicit rewards, status symbols (e.g., titles), and

promotion criteria• Stories, legends, and myths about key people and events

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Embedding Organizational Culture(Continued)

The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control

Leader reactions to critical incidents and organizational crises

The workflow and organizational structure Organizational systems and procedures Organizational goals and the associated criteria used

for recruitment, selection, development, promotion, layoffs, and retirement of people

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SCHEIN’S THREE LAYER ORGANIZATIONAL MODEL

Examples of cultural attributes

Documents Physical layouts

Furnishings Language

JargonWork ethics

Commitment Helping others

Management equity Competency counts

Artifacts & creations

Visible but often not decipherable

Greater level of awareness

Taken for granted

Values

Basic assumptions

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Shared Norms and Behavioral Expectations

Constructive Cultural Styles

Self-Actualizing

Affiliative

Humanistic

Achievement

Passive-Defensive

Cultural Styles

Approval

Conventional

Dependent

Avoidance

Aggressive-Defensive

Cultural Styles

Oppositional

Power

Competitive

Perfectionistic

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Types of Organizational Culture

Constructive Self-actualizing Value self-developmentand creativity

Type of Normative Culture Belief Characteristics

Constructive Achievement Goal and achievement oriented

Constructive Humanistic- Participative, employeeencouraging centered, and supportive

Constructive Affiliative High priority on constructiveinterpersonal relationships, andfocus on work groupsatisfaction

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Types of Organizational Culture (continued)

Aggressive- Power Non-participative, take charge ofDefensive subordinates, and responsive to

superiors


Aggressive- Oppositional Confrontation and negativismDefensive rewarded

Aggressive- Competitive Winning is values and a win-loseDefensive approach is used

Aggressive- Perfectionist Perfectionist, persistent, andDefensive hard working

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Types of Organizational Culture (continued)

Passive- Conventional Conservative, bureaucratic, andDefensive people follow the rules


Passive- Approval Avoid conflict, strive to be likedDefensive by others, and approval oriented

Passive- Dependent Nonparticipative, centralizedDefensive decision making, and employees

do what they are told

Passive- Avoidance Negative reward system andDefensive avoid accountability

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Outcomes of Culture

Constructive Cultures associated with:

Satisfaction Role clarity Empowerment Retention Performance Stability Organizational Identity Share core values

Defensive Cultures associated with:

Turnover Role ambiguity Dissatisfaction Poor morale Resistance

What is your department and organization culture?How do you change the culture?

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Early business leaders create an implement a business visionand strategy that fits the business environment well.

Business leaders emphasize the importance of constituencies and leadership in creating the success.

Firm succeeds.

A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership.

Subsequent top managers work to preserve theadaptive core of the culture.

They demonstrate greater commitment to itsbasic principles than any specific business

strategy or practice.

Developing an Adaptive Culture

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A Model of Organizational Socialization

1. Anticipatory socialization

Learning that occurs prior to joining the

organization

Fit Person to CultureAcquire Information

Phases

• Anticipating realities about the organization and the new job• Anticipating organization’s need for one’s skills and abilities• Anticipating organization’s sensitivity to one’s needs and values

Perceptual and Social Processes

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A Model of Organizational Socialization (cont.)

2. Encounter

Values, skills and attitudes start to shift as new recruit

discovers what theorganization is truly like

Gain on the job experience

Phases

• Managing lifestyle- versus-work conflicts• Managing intergroup role conflicts • Seeking role definition and clarity• Becoming familiar with task and group dynamics


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A Model of Organizational Socialization (cont.)

3. Change and acquisition

Recruit masters skills and roles and adjusts to workgroup’s values and norms

Phases

• Competing role demands are resolved• Critical tasks are mastered • Group norms and values are internalized•Reward and recognize


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A Model of Organizational Socialization (continued)

Phases

1. Anticipatory socialization

2. Encounter

3. Change and acquisition

Outsider

SocializedInsider –

Congruence

Behavioral Outcomes

• Performs role assignments

• Remains with organization

• Spontaneously innovates and cooperates

Affective Outcomes

• Generally satisfied

• Internally motivated to work

• High job involvement

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Socialization & Culture

• Anticipatory socialization – realism and congruence; selection and placement programs focus on objective aspects of job and organization. Career paths – lateral and downward.

• Accommodation socialization – orientation programs, training programs, performance evaluations, challenging work, demanding and fair supervisors

• Role management socialization – satisfaction and turnover are related to socialization. Must consistently and fairly handle conflicts, flexible work assignments, person-oriented managers.

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Functions of Mentoring Career Functions

- Sponsorship- Exposure and visibility- Coaching- Protection- Challenging assignments

Psychosocial Functions- Role modeling- Acceptance and confirmation- Counseling- Friendship

The process of forming and maintaining an intensive and lasting developmental relationship between a senior person (the mentor) and a junior person.

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Phases of the Mentor Relationship

Phase Definition

Initiation A period of six months to a year during which timethe relationship gets started and begins to have importance for both managers.

Cultivation A period of two to five years during which time therange of career and psychosocial functions providedexpand to a maximum.

Separation A period of six months to two years after a significantchange in the structural role relationship and/or in the emotional experience of the relationship.

Redefinition An indefinite period after the separation phase,during which time the relationship is ended or takeson significantly different characteristics, making it amore peerlike friendship.

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A Model of Ethical Behavior in the Workplace

Cultural Influences- Family

- Education-Religion

- Media/entertainment

Organizational Influences- Ethical codes

- Organizational culture- Role models

- Perceived pressure for results- Rewards/punishment system

Individual- Personality

- Values- Moral

principles- History of

reinforcement- Gender

Political/legal/economicinfluences

Ethical behavior

Role

Expe

ctat

ions

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The Four Layers of Diversity

Personality

Functional Level/ Classification

Geographic Location

Age

WorkLocation Seniority

Division/Dept./Unit/

Group

WorkContent/

Field

UnionAffiliation

Mgmt.Status

MaritalStatus

ParentalStatus

Appearance

EducationalBackground

WorkExperience

Race

Income

PersonalHabits

Religion

RecreationalHabits

Ethnicity

PhysicalAbility

SexualOrientation

Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

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Workforce Demographics Percent Entrants

1996-2006 Percent Leavers

1996-2006

Total Men Women

100 50.4 49.6

100 55.9 44.1

White Non-Hispanic

61.0

68.5

African-American 15.6 20.2

Hispanic 14.9 5.2

Asian and Other Races

8.4

6.1

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Implications of Increasing Diversity

1 Progressive human resource programs needed to attract and retain the best workers

2 Educational mismatches create lack of skilled entry-level workers and underemployed college graduates

3 Organizations contribute resources to resolving educational problems in the U.S.

4 Career plateaus increases for younger workers

5 Managerial initiatives are needed to adapt to an aging workforce

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Potential* Competitive Advantages of Managing Diversity

• Lower Costs and Improved Employee Attitudes

• Improved Recruiting Efforts

• Increased Sales and Market Share

• Increased Creativity and Innovation

• Increased Group Problem-Solving and Productivity

*Note that these advantages depend on other factors

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Specific Diversity Initiatives

• Accountability Practices - Pertain to treating diverse employees fairly

- Create administrative procedures aimed at integrating diverse

employees into management ranks• Development Practices - Pertain to preparing diverse

employees for greater responsibility and advancement- Training programs, networks and support groups, and mentoring

are frequently used

• Recruitment Practices - Pertain to attracting qualified diverse employees at all levels

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Barriers and Challenges to Managing Diversity

Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning Unsupportive and hostile work environment Lack of political savvy by diverse workers Balancing career and family issues Fears of reverse discrimination Diversity not seen as a priority Outdated performance appraisal

and reward systems Resistance to change