Org Behavior Kreitner Kinicki Chapter 1

Updated
2007-07-08 21:53
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 movement2. 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. | |
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 recalls2. 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 classes2. 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 everyone2. 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 | |
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 |
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 involved2. 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 about2. 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 objectives2. 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 |
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 |
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