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Learning about Organizational Behavior Ethics and Organizational Behavior An Historical Framework for the Study of Manag

Management and Organizational Behavior Content (what) vs. process (how) of managerial work. The study of people, groups, and their interactions in organizations. Learning about Organizational Behavior Ethics and Organizational Behavior An Historical Framework for the Study of Management and OB

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Learning about Organizational Behavior Ethics and Organizational Behavior An Historical Framework for the Study of Manag

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  1. Management and Organizational Behavior Content (what) vs. process (how) of managerial work.The study of people, groups, and their interactions in organizations. • Learning about Organizational Behavior • Ethics and Organizational Behavior • An Historical Framework for the Study of Management and OB • Societal Change and Organizational Behavior • Fads and Foibles in Management • Conclusion

  2. Model of the Business Professional for the 2000s • Strong functional expertise: technical proficiency and cross-functional awareness. • Ability to work in an unstructured, team environment. • Interpersonal competency and diversity-related skills. • Excellent negotiating and influencing skills. • Outstanding information technology skills: PC/computer, internet and intranet. • Global/transnational perspective. • Exceptional verbal (oral and written) communication skills. • Critical thinking and analysis capabilities. • Ability to consistently deliver high performance. • Change agent skills and leadership capabilities.

  3. Learning About Organizational Behavior • Cognitive Approach (understanding) • Experiential Approach (skills) • Integrated Approach

  4. Ethics And Organizational Behavior • Is it right? • Is it fair? • Who gets hurt? • Would you be comfortable if the details of your decision were reported on the front page of your local newspaper? • What would you tell your child to do? • How does it smell?

  5. An Historical Framework.....Nature of Society-Agrarian, Industrial, Post-industrial • Pre-Scientific Management (Pre-1800s) • Classical Management (1800-1930) • Administrative Theory/Universalism (Henri Fayol) • Scientific Management (Federick Taylor, Frank and Lillian Gilbreth, Henry Gantt-“Gantt Chart”) • Structuralist School (Max Weber-“bureaucracy”) • Neoclassical management and organization theory • Neoclassical Management and Organization Theory (1930-1960s) • Human Relations School (Human Relations/Hawthorne Experiments) • Behavioral School (Abraham Maslow, Douglas McGregor, Rensis Likert, Chris Argyris, Frederick Herzberg, David McClelland)

  6. An Historical Framework…Continued • Modern Management and Organization Theory (1960-2000s) • Management Science (OM, MRP, JIT, CI, TQM) • Systems Theory (Peter Senge)(Subsystems, Open/Closed) • Contingency Theory (Open Systems Planning, Organizational Design, Leadership)

  7. Pre-Scientific Management • Parochial view • Profit-making not popular

  8. Classical ManagementHow to structure, delegate, coordinate, and motivate. • Administrative Theory (Fayol) -Division of work -Structure -Authority and responsibility -Division of labor -Unity of command -Coordination -Remuneration -Scalar relationships -Esprit de corps -Functional principle • Scientific Management (Taylor) 1. Develop the one best way to do each job. 2. Select the best individual for the position. 3. Ensure that work be carried out in prescribed fashion through training and by increasing wages for those workers who follow correct procedures. 4. Divide work efforts among employees so that activities such as planning, organizing, and controlling are the prime responsibilities of managers rather than individual workers.

  9. Classical Management Cont. • Structuralist School (Weber) 1. Rules and procedures control organizational functions. 2. A high degree of differentiation exists between organizational functions. 3. The organization of offices is hierarchically determined; not subunit is allowed to “drift,” and each subunit reports directly to one higher-level office. 4. An emphasis is place on prescribed rules that regulate behavior. 5. Ownership and administration of an organization are separate-in essence, the president does not own the company. 6. An administrator must not be able to control positions or the “trappings” of an office. 7. All administrative acts are recorded in writing.

  10. Neoclassical Management and Organization Theory • Human Relations School (focus on social relations in groups)(Hawthorne Experiments) • Behavioral School (focus on individual and nature of the work)

  11. Modern Management And Organization Theory • Management Science (statistical and quantitative measures) • Systems Theory • Contingency Theory

  12. Societal Change And Organizational Behavior • OB and Advanced Information and Manufacturing Technologies • Mobile employees, outsourcing, and contingent workers • Boundaryless careers • The Quality Movement • Discontent and Cynicism in the Workplace • Workplace violence

  13. Societal Change…Cont. • Sociodemographic Diversity in the Workplace

  14. Fads And Foibles In Management • ????????

  15. Conclusions • More dynamic and complex models. • From physical and structural to human relationships and interactions to application of quantitative methods and computer technology. • From “one-best-way” to situational or contingency. • Micro to Macro • ????

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