Organizational behavior fmcu fall 2007
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Organizational Behavior FMCU, Fall 2007. All presentations showed throughout the semester serve as a complementary material further to the required readings as stated in the course syllabus.

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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

Introduction toOrganizational 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 important

What Is OB & Why It is Important

OB 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

Why Is OB Important for Managers

  • MANAGERS ARE RESPONSIBLE FOR WORK THAT IS ACCOMPLISHED THROUGH THE PERFORMANCEOF (SUBORDINATED) PEOPLE

  • THE WORKFORCE IS CHANGING

  • CUSTOMER EXPECTATIONS ARE CHANGING

  • ORGANIZATIONS ARE CHANGING

  • RESULT – MANAGERS HAVE TO CHANGE AS WELL

  • BECAUSE OFTHE NATURE OF ORGANIZATIONS AS SOCIOTECHNICAL SYSTEMS


The nature of organizations

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

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

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 strategy1

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

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

High-Performance Organizations

Definition:

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


Characteristics of hpo

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

OB & Management

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

  • OBdeals with behavior of people at the workplace

  • MANAGEMENT is the management of people at the workplace

    >>> based on this:


Organizational behavior is

Organizational Behavior Is…

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


What is management

What Is Management?

  • Process (Research)

  • Profession (Practice)

  • Science (Theory)


Management as a process

Management As a Process

  • DONE THROUGH FUNCTIONS OF MANAGEMENT:

  • Planning

  • Organizing

  • Leading

  • Controlling

RELATED TO “WHAT MANAGERS DO”


Management as a profession

Management As a Profession

  • MANAGERIAL REVOLUTION –SEPARATION OF THE OWNERSHIP AND THE COMPANY MANAGEMENT


Management as a science

Management As a Science

INTEGRATES FINDINGS OF SEVERAL OTHERDISCIPLINES:

  • Psychology

  • Sociology

  • Anthropology

  • Economics

  • Political Science, etc.


Management from the ob point of view

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

The Nature of Managerial Work

  • FUNCTIONS OF MANAGEMENT ARE RELATED TO “WHAT MANAGERS DO”

  • MANAGERIAL ROLES GIVE THE ANSWER HOW MANAGERS DO IT:

    • Interpersonal role

    • Informational role

    • Decisional role

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


Managerial skills

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

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

Contrast Japanese vs. European & American Management Practice

Europe & USA

Specific Career

Japan

Non-specific Career


Life time employment

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

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

“ProductiveAge”

Retirement

Age of18-23

Ageof 55


Seniority system compensation system

Seniority System = Compensation System

ICHI-BAN

NAN-BANDESUKA?

SAN-BAN

Partially based both on Taylorism & seniority

SALARY

(-)

(+)

(-)

23 A G E 55


Ringi system ringi seido a decision making system

Ringi System = Ringi Seido =A Decision-Making System

  • GROUP DECISION MAKING

  • (+) ALMOST PERFECT PROBLEM DEFINITION

  • (-) TIME CONSUMPTION


Trade unions

Trade Unions

  • DO NOT HAVE TRADE UNION ASSOCIATIONS

  • COMPANY TRADE UNION


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