Ch. 1 Terms/Concepts pgs 5-7: Welcome to OB pgs 13-18: Social capital/ Managerial context • Define the term organizational behavior and explain OB as a horizontal discipline • Contrast human and social capital and explain why we need to build both • Define management and identify managerial skills of effective managers
Hey, here’s a question… • What percentage of American employees do NOT utilize their full capabilities on the job? • 10% • 25% • 35% • 50% 3
What is Organizational Behavior? What is Organizational Behavior not? • An interdisciplinary field dedicated to better understanding and managing people at work • Why study OB? • To more effectively manage/interact with/motivate others in organizations • It’s not a quick fix • Leading with the heart: Coach K’s Successful Strategies for Basketball, Business, & Life • Robert E. Lee on Leadership • The Leadership Techniques of Geronimo • Leadership the Eleanor Roosevelt Way • Tony Soprano on Management: Leadership Lessons Inspired by America’s Favorite Mobster
Lawrence Weinbach (he ran Arthur Andersen & Co.) • “Pure technical knowledge is only going to get you to a point. Beyond that, interpersonal skills become critical.”
Human and Social Capital • Human Capitalthe productive potential of an individual’s knowledge, skills, and abilities • You and your future org • Me at ASU • Social Capitalproductive potential resulting from strong relationships, goodwill, trust, and cooperative effort • If I’m team player, my skills matter more.
Management and OB • Process of working with and through others to achieve organizational objectives efficiently and ethically • What skills are exhibited by an effective manager? 9
Effective 21st Century Management • clarifies goals and objectives for everyone involved • encourages participation, upward communication, and suggestions • plans and organizes for an orderly work flow • has expertise to answer organization-related questions • facilitates work through team building, training, coaching, etc. • provides feedback honestly and constructively • keeps things moving by relying on schedules, deadlines, etc. • controls details without being overbearing • applies reasonable pressure for goal accomplishment • empowers and delegates key duties to others while maintaining goal clarity and commitment, and • recognizes good performance with rewards 10
Yeah, but how do I know people skills are really that important? • A recent massive study • Money and bennies aren’t the reason people like their jobs • The quality of the employees’ jobs and the supportiveness matters most. • Center for Creative Leadership study • 40% of new management hires fail within their first 18 months. • Why—failure to build good relationships with peers and subordinates—82% of the time. 11