Org Behavior Kreitner Kinicki Chapter 1

Summary

Chapter 1. Organizational behavior is an interdisciplinary field dedicated to better understanding and managing people at work. It is both research and application oriented. Except for teaching/research positions, one does not normally get a job in OB. Rather, because OB is a horizontal discipline, OB concepts and lessons are applicable to virtually every job category, business function, and professional specialty.

Seven people centered practices

1. Job security (eliminate fear of layoffs)
2. Careful hiring (emphasizing a good fit with the company culture)
3. Power to the people (via decentralization and self managed teams)
4. Generous pay-for-performance
5. Lots of training
6. Less emphasis on status (to build a “we” feeling)
7. Trust building (through the sharing of critical information)

Five landmarks in the understanding and management of people

1. The human relations movement
2. Equality movement
3. The E-business revolution
4. The age of human and social capital
5. The emerging area of positive OB

McGregor's theory X and theory Y

Theory X	Theory Y
Most people dislike work; they avoid it when they can	work is a natural activity, like play or rest
Most people must be coerced and threatened with punishment before they will work. People require close direction when they are working.	People are capable of self direction and self-control if they are commit 82 objectives.
Most people actually prefer to be directed. They tend to avoid responsibility and exhibit little ambition. They are interested only in security.	People generally become committed to organizational objectives if they are rewarded for doing so.
	The typical employee can learn to accept and seek responsibility.
	The typical member of the general population has imagination, ingenuity, and creativity.
	memorize

What is TQM?

An organizational culture dedicated to training, continuous improvement, and customer satisfaction.

The human side of quality improvement

Deming called for:
1. Formal training in statistical process control techniques and teamwork
2. Hopeful leadership, rather than order dating and punishment
3. Elimination of fear so employees will feel free to ask questions
4. Emphasis on continuous process improvement rather than on numerical quotas
5. Teamwork
6. Elimination of barriers to good workmanship

Principles of TQM

1. Do it right first time to eliminate costly rework and product recalls
2. Listen to and learn from customers and employees
3. Make continuous improvement and everyday matter
4. Build teamwork trust and mutual respect

Perfect storm of current and emerging trends

1. Spread of advanced technology to developing countries with rapidly growing middle classes
2. Off shoring of increasingly sophisticated jobs
3. Comparatively poor math and science skills among America's youth
4. Post-9/11 decline in highly skilled immigrants and graduate students
5. Massive brain drain caused by retiring post-World War II baby-boom generation

Major issues for modern management

1. Greater access to information for everyone
2. Leadership is migrating to lower levels and outside the organization
3. Development of nontraditional leadership networks.
4. Followers have more information earlier in the decision-making process
5. Greater influence for unethical leaders with limited resources.
6. Or contact between senior leaders and their followers

Human versus Social Capital

Individual Human Capital	Social Capital
Intelligence/Abilities/Knowledge	Shared Visions/Goals
Visions/Dreams/Aspirations	Shared Values
Technical and Social Skills	Trust
Confident/Self Esteem	Mutual Respect/Goodwill
Initiatives/Entrepreneurship	Friendship/Support Groups
Adaptability/Flexibility	Mentoring/Positive Role Modeling
Readiness to Learn	Participation/Empowerment
Creativity	Connections/Sources
Enthusiasm	Networks/Affiliations
Motivation/Commitment	Cooperation/Collaboration
Persistence	Teamwork
Ethical Standards/Courage	Camaraderie
Honesty	Assertive (Rather Than Aggressive) Communication
Emotional Maturity	Functional (Rather Than Dysfunctional) Conflict
	Win-Win Negotiations
	Philanthropy/Volunteering
	memorize

 

Human capital involves individual characteristics, social capital and while social relationships. Human capital is the productive potential of an individual's knowledge and actions. Social capital is productive potential resulting from strong relationships, goodwill, trust, and cooperative effort social capital is necessary to Individual human capital for the good of the organization of knowledge sharing and networking

Luthans’ CHOSE model of key POB dimensions

Question	Answer
Confidence/self-efficacy	One’s belief (confidence) in being able to successfully execute a specific task in a given context
Hope	One who sets goals, figures out how to achieve them (identify pathways), and is self motivated to accomplish them, that is, willpower and “way power”
Optimism	Positive outcome expectancy and/or a positive consul attribution, but is still emotional and Lincoln happiness, perseverance, and success.
Subjective well-being	Beyond happiness emotion, how people cognitively process and evaluate their lives, the satisfaction with their lives
The notional intelligence	Capacity for recognizing and managing one's own and others' emotions -- self-awareness, self motivation, being empathetic, and having social skills
	memorize

 

Theory X employees, according to traditional thinking, dislike work, require close supervision, and are primarily interested in security. According to the modern theory Y view, employees are capable of self direction, a seeking responsibility, and have been created

Skills exhibited by an effective manager

1. Clarifies goals and objectives for everyone involved
2. Encourages participation, a Howard communication, and suggestions
3. Plans and organizes for an orderly workflow
4. As technical and administrative expertise to answer organization -- related questions
5. Facilitates workflow team building, training, coaching, and support
6. Provide feedback honestly and constructively
7. Keeps things moving by relying on schedule, deadlines, and helpful reminders
8. Controls details without being overbearing
9. Applies reasonable pressure from goal accomplishment
10. Empowers and delegates key duties to others while maintaining gold clarity and a commitment
11. Recognizes good performance with rewards and positive reinforcement

Wilson's managerial skills: 4 useful lessons

1. Dealing effectively with people is what management is all about
2. Managers at high skills mastery tend to have better subunit performance and employee morality managers with low skills mastery
3. Effective female and male managers do not have significantly different skill profiles, contrary to claims in the popular business presence recent years
4. At all career stages, derailed managers (those who failed to achieve their potential) tended to be the ones who overestimated their skill mastery (rated themselves higher than their employees did). This prompted the following conclusion from the researcher: “when selecting individuals for promotion to managerial positions, those who are arrogant, aloof, insensitive, and defensive should be avoided.”

Wilson's profile of effective managers

1. Clarifies goals and objectives
2. Encourages participation
3. Plans and organizes
4. As technical and administrative expertise
5. Facilitates work for team building and coaching
6. Provide feedback
7. Keeps things moving
8. Controls details
9. Applies reasonable pressure for a goals accomplishment
10. It empowers and delegates
11. Recognizes and rewards good performance

 

Management is the process of working with and through others to achieve organizational objectives in an efficient and ethical manner

Evolution of the 21st-Century Manager

	Past Managers	Future Managers
Primary Role	Order Giver, Privileged Elite, Manipulator, Controller	Facilitator, Team Member, Teacher, Advocate, Sponsor, Coach
Learning and Knowledge	Periodic Learning, Narrow Specialist	Continuous Lifelong Learning, the Generalist with Multiple Specialties
Compensation Criteria	Time, Effort, Rained	Skills, Results
Cultural Orientation	Monocultural, Monolingual	Multicultural, Multilingual
Primary Source of Influence	Formal Authority	Knowledge (Technical and Interpersonal)
View of People	Potential Problem	Primary Resource; Human Capital
Primary Communication Pattern	Vertical	Multi-Directional
Decision-Making Style	Limited Input For To Individual Decisions	Broad-Based Input for Joint Decisions
Ethical Considerations	Afterthought	Forethought
Nature of Interpersonal Relationships	Competitive (Win-Lose)	Cooperative (Win-Win)
Handling Of Power and Key Information	Hoard and Restrict Access	Share and Broaden Access
Approach to Change	Resist	Facilitate
		memorize

5 sources of OB research insights

Question	Answer
Meta-analysis	statistically pooled evidence from several studies
Field study	evidence for real-life situations
Laboratory study	evidence from contrived situations
Sample survey	questionnaire data
Case study	observation of a single person, group, or organization
	memorize

3 uses of OB research findings

Question	Answer
Instrumental use	directly applying research findings to practical problems
Conceptual use	derive general enlightenment from findings
Symbolic use	research results are relied on to verify or legitimize already held positions
	memorize