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Human Behavior in Organizations

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Human Behavior in Organizations

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    1. Human Behavior in Organizations

    2. Dr. Jim Burrescia (Dr. “B”) 2 Welcome to MGMT 4534 An exploration, as an collaborative class, of the expanded role of behavior within organizations and the intricacies of how people interact and react within an organizational environment.

    3. Dr. Jim Burrescia (Dr. “B”) 3 The Objectives for MGMT 4534

    4. Dr. Jim Burrescia (Dr. “B”) 4 Class 1 – What to expect!

    5. Dr. Jim Burrescia (Dr. “B”) 5 Introductions

    6. Dr. Jim Burrescia (Dr. “B”) 6

    7. Dr. Jim Burrescia (Dr. “B”) 7

    8. Dr. Jim Burrescia (Dr. “B”) 8

    9. Dr. Jim Burrescia (Dr. “B”) 9

    10. Dr. Jim Burrescia (Dr. “B”) 10

    11. Dr. Jim Burrescia (Dr. “B”) 11 Learning Teams Learning teams are an essential part of the academic experience of undergraduate students and provide students an opportunity to develop and refine teamwork skills. Learning Teams will be given time in class to coordinate activities, but are welcome to communicate face-to-face, virtually, or telephonically.

    12. Dr. Jim Burrescia (Dr. “B”) 12 Based on factors of your choosing (proximity, prior team activity, commonality, etc.), select your “partners in learning” for this class. There will be 10 teams (5 teammates). Get to know one another. Select one member to introduce the team and provide a brief description of why: 1) The team chose to be together, and 2) Why the team will be successful. Learning Teams

    13. Dr. Jim Burrescia (Dr. “B”) 13 Transition to the Learning Experience This ends the orientation section of class number one . . . Thank you . . . Now, let’s take a 10 min break!!

    14. What is Organizational Behavior?

    15. Dr. Jim Burrescia (Dr. “B”) 15 Learning Objectives Define the concepts of organization and organizational behavior (OB). Describe the field of organizational behavior’s commitment to the scientific method and the three levels of analysis it uses. Trace the historical developments and schools of thought leading up to the field of organizational behavior today. Identify the fundamental assumptions of the field of organizational behavior. Describe how the field of OB today is being shaped by the global economy, increasing racial and ethnic diversity in the workforce, and advances in technology. Explain how rising expectations about quality and socially responsible behavior have influenced the field of OB.

    16. Dr. Jim Burrescia (Dr. “B”) 16 What is an Organization? A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives.

    17. Dr. Jim Burrescia (Dr. “B”) 17 Organizational Behavior The field that seeks increased knowledge of all aspects of behavior in organizational settings through the use of the scientific method. Characteristics of the field: OB applies the scientific method to practical managerial problems. OB focuses on three levels of analysis. OB is multidisciplinary in nature. OB seeks to improve organizational effectiveness and the quality of life at work.

    18. Dr. Jim Burrescia (Dr. “B”) 18 Practical Managerial Problems How can goals be set to enhance people’s job performance? How may jobs be designed so as to enhance employees’ feelings of satisfaction? Under what conditions do individuals make better decisions than groups? What can be done to improve the quality of organizational communication? What steps can be taken to alleviate work-related stress? How can leaders enhance the effectiveness of their teams?

    19. Dr. Jim Burrescia (Dr. “B”) 19 Levels of Analysis in OB

    20. Dr. Jim Burrescia (Dr. “B”) 20 Multidisciplinary Roots

    21. Dr. Jim Burrescia (Dr. “B”) 21 Theory X vs. Theory Y

    22. Dr. Jim Burrescia (Dr. “B”) 22 Why is OB Important? Companies whose managers accurately appraise the work of their subordinates enjoy lower costs and higher productivity. People who are satisfied with the way they are treated on their jobs are more pleasant to work with and less likely to quit. People who are trained to work together tend to be happier and more productive. Employees who believe they have been treated unfairly are more likely to steal and reject the policies of their organizations. People who are mistreated by their supervisors have more mental and physical illnesses than those who are treated with kindness, dignity, and respect. Organizations that offer good employee benefits and have friendly conditions are more profitable than those that are less people oriented.

    23. Dr. Jim Burrescia (Dr. “B”) 23 Fundamental Assumptions ? OB recognizes the dynamic nature of organizations. Open Systems: Self-sustaining systems that transform input from the external environment into output, which the system then returns to the environment. ? OB assumes there is no “one best” approach Contingency Approach: A perspective suggesting that organizational behavior is affected by a large number of interacting factors. How someone will behave is said to be contingent upon many different variables at once.

    24. Dr. Jim Burrescia (Dr. “B”) 24 The Open Systems Model

    25. Dr. Jim Burrescia (Dr. “B”) 25 The History of OB The Early Days: Scientific Management and the Hawthorne Studies Classical Organizational Theory Late Twentieth Century: Organizational Behavior as a Social Science OB Today: The Infotech Age

    26. Dr. Jim Burrescia (Dr. “B”) 26 The Early Days Scientific Management: An early approach to management and organizational behavior emphasizing the importance of designing jobs as efficiently as possible. Human Relations Movement: A perspective on organizational behavior that rejects the primarily economic orientation of scientific management and recognizes, instead, the importance of social processes and work settings.

    27. Dr. Jim Burrescia (Dr. “B”) 27 Classical Organizational Theory An early approach to the study of management that focused on the most efficient way of structuring organizations. Division of Labor: The practice of dividing work into specialized tasks that enable people to specialize in what they do best. Bureaucracy: An organizational design developed by Max Weber that attempts to make organizations operate efficiently by having a clear hierarchy of authority in which people are required to perform well-defined jobs.

    28. Dr. Jim Burrescia (Dr. “B”) 28 Characteristics of an Ideal Bureaucracy

    29. Dr. Jim Burrescia (Dr. “B”) 29 Prominent Trends The rise of global businesses with culturally diverse workforces. Rapid advances in technology. The rising expectations of people in general.

    30. Dr. Jim Burrescia (Dr. “B”) 30 Globalization The process of interconnecting the world’s people with respect to the cultural, economic, political, technological, and environmental aspects of their lives. Multinational Enterprises: Organizations that have significant operations spread throughout various nations but are headquartered in a single country.

    31. Dr. Jim Burrescia (Dr. “B”) 31 Working Abroad Expatriates: People who are citizens of one country but who are living and working in another country. Culture: The set of values, customs, and beliefs that people have in common with other members of a social unit (e.g., a nation). Culture shock: The tendency for people to become confused and disoriented as they attempt to adjust to a new culture. Repatriation: The process of readjusting to one’s own culture after spending time away from it.

    32. Dr. Jim Burrescia (Dr. “B”) 32 Working Abroad

    33. Dr. Jim Burrescia (Dr. “B”) 33 Management Perspectives Convergence Hypothesis: A biased approach to the study of management, which assumes that principles of good management are universal, and that ones that work well in the United States will apply equally well in other nations. Divergence Hypothesis: The approach to the study of management that recognizes that knowing how to manage most effectively requires clear understanding of the culture in which people work.

    34. Dr. Jim Burrescia (Dr. “B”) 34 Shifting Demographics More women are in the workforce than ever before. Racial and ethnic diversity is reality. People are living – and working – longer than ever before.

    35. Dr. Jim Burrescia (Dr. “B”) 35 The World At A Glance If you shrunk the world’s population to a village of precisely 100 people, with all of the existing ratios remaining the same, it would look something like this:

    36. Dr. Jim Burrescia (Dr. “B”) 36 Shifting Demographics

    37. Dr. Jim Burrescia (Dr. “B”) 37 Responding to Changes in Technology Creating Leaner Organizations Downsizing/Rightsizing: The process of adjusting the number of employees needed to work in newly designed organizations. Outsourcing: The process of eliminating those parts of organizations that focus on noncore sectors of the business and hiring outside firms to perform these functions instead. Creating Virtual Organizations Highly flexible, temporary organizations formed by a group of companies that join forces to exploit a specific opportunity. Increasing the Use of Telecommuting The practice of using communications technology so as to enable work to be performed from remote locations.

    38. Dr. Jim Burrescia (Dr. “B”) 38 Responding to Changes in Expectations Increasing Flexibility in Response to Employees’ Needs The Quality Revolution Corporate Social Responsibility

    39. Dr. Jim Burrescia (Dr. “B”) 39 Increasing Flexibility Flextime Programs: Policies that give employees some discretion over when they can arrive and leave work, thereby making it easier to adapt their work schedules to the demands of their personal lives. The Contingent Workforce: People hired by organizations temporarily to work as needed for finite periods of time. Compressed Workweeks: The practice of working fewer days each week but longer hours each day. Job Sharing: A form of regular part-time work in which pairs of employees assume the duties of a single job, splitting its responsibilities, salary, and benefits in proportion to the time worked. Voluntary Reduced Work Time Programs: Programs that allow employees to reduce the amount of time they work by a certain amount, with a proportional reduction in pay.

    40. Dr. Jim Burrescia (Dr. “B”) 40 The Quality Revolution Total Quality Management: An organizational strategy of commitment to improving customer satisfaction by developing techniques to carefully manage output quality. Benchmarking: The process of comparing one’s own products or services with the best from others. Malcolm Baldridge Quality Award: An award given annually to American companies that practice effective quality management and make significant improvements in the quality of their goods and services.

    41. Dr. Jim Burrescia (Dr. “B”) 41 Corporate Social Responsibility Business decision making linked to ethical values, compliance with legal requirements, and respect for individuals, the community at large, and the environment. It involves operating a business in a manner that meets or exceeds the ethical, legal, and public expectations that society has of business

    42. Dr. Jim Burrescia (Dr. “B”) 42 Ethics in Organizations Good ethics is good business Improved financial performance Reduced operating costs Enhanced corporate reputation Increased ability to attract and retain employees Code of Ethics: A document describing what an organization stands for and the general rules of conduct it expects of its employees. Ethics Officers: Individuals (usually at the vice presidential level) who oversee the ethics of a company’s operations. Ethics Audit: The process of actively investigating and documenting incidents of dubious ethical value within a company.

    43. Dr. Jim Burrescia (Dr. “B”) 43 The Ethical Organization Ethical individuals = honest, have integrity, strive for a high level of moral development Ethical leadership = provides the necessary actions, committed to ethical values and helps others to embody those values Organizational structure = embodies a code of ethics, and methods to implement ethical behavior

    44. Dr. Jim Burrescia (Dr. “B”) 44 Discussion Question Do you believe it is ethical for companies to compile portfolios of personal information on their Web site visitors without informing them? How about for organizations to monitor their employees use of the Web? Discuss.

    45. Dr. Jim Burrescia (Dr. “B”) 45 Ethics and the New Workplace Telecommuting, virtual work, and flexible hours - Success of new programs depends on mutual trust IT provides opportunities for monitoring Companies that make an unwavering commitment to maintaining high standards of ethics and social responsibility will lead the way toward a brighter future for both business and society

    46. Dr. Jim Burrescia (Dr. “B”) 46 Ethical Guidelines Does the behavior violate the obvious “shall nots”? Will anyone get hurt? What if you did it 100 times? How would you feel if someone did it to you? What’s your gut feeling? Would the behavior pass the “front page test”?

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