BA 352Learning OutcomesHow Achievement of Outcomes Will Be MeasuredEvolution of Management ThoughtManagement Principles: An attempt to instill orderSlide 7Slide 8Strategic Results: The 4-P Cycle of Continuous ImprovementSkills and Best Practices: Skills Exhibited by an Effective ManagerSkills and Best Practices: Skills Exhibited by an Effective Manager (cont)Slide 12Evolution of the 21st-Century Manager (cont)Slide 14McGregor’s Theory X and Theory YWhat Is Total Quality Management? (TQM)TQM – perspectiveBasic Assumptions of TQME-business Implications for OBE-Business Implications (continued)Chemoil Corp, San FranciscoChemoil CorpChemoil Corp.Slide 24Three Uses Of OB Research FindingsBA 352Learning OutcomesCorrectly describe organizational behavior tools and concepts, know when to useUse organizational behavior frames to diagnose situationsProductive members of work teamsHow Achievement of Outcomes Will Be MeasuredExams - identify and describe tools and conceptsCases – apply frames of reference to diagnose situationsTeam project - application of selected tools and concepts in an unfamiliar settingProductive member of work teams – participation in a teamEvolution of Management ThoughtFollows evolution of economic baseFarmFactoryDistributed activitiesVirtualManagement Principles:An attempt to instill orderUnder royalty, nepotism, patronage, favoritismAs governments became more democratic, and complex, professional management and bureaucratic practices were encouraged.With communication reducing distance and borders, managing multi-locations, diversityNeeded: People-Needed: People-Centered Managers Centered Managers and Workplacesand Workplaces Chapter One1-1Chapter One OutlineManagers Get Results With and Through Managers Get Results With and Through OthersOthers•A Skills Profile for managers•21st Century MangersThe Field of Organizational Behavior: Past The Field of Organizational Behavior: Past and Presentand Present•The Human Relations Movement•The Total Quality Management Movement•The Internet RevolutionThe Contingency Approach: Applying Lessons The Contingency Approach: Applying Lessons from Research and Practicefrom Research and Practice1-2Pfeffer’s 7 People-Centered Pfeffer’s 7 People-Centered PracticesPractices• Job security (to eliminate fear of layoffs).• Careful hiring (emphasizing a good fit with the company culture).• Power to the people (via decentralization and self-managed teams).• Generous pay for performance.• Lots of training.• Less emphasis on status (to build a “we” feeling).• Trust building (through the sharing of critical information).People(Skilled, motivated people who can handle change. Less stress.).)Products(Satisfied customers because of better quality goods/services.)Processes(Faster, more flexible,leaner, and ethical organizationalprocesses. Organizational learning.)Productivity(Less wasteful, moreefficient use of allresources.)1-3 Figure 1-1Strategic Results: The 4-P Cycle Strategic Results: The 4-P Cycle of Continuous Improvementof Continuous Improvement1-4 aSkills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective ManagerExhibited by an Effective Manager1) Clarifies goals and objectives for everyone involved2) Encourages participation, upward communication, and suggestions3) Plans and organizes for an orderly work flow4) Has technical and administrative expertise to answer organization-related questions5) Facilitates work through team building, training, coaching and support6) Provides feedback honestly and constructively7) Keeps things moving by relying on schedules, deadlines, and helpful reminders8) Controls details without being over-bearing9) Applies reasonable pressure for goalaccomplishment10) Empowers and delegates key duties to others while maintaining goal clarity and commitment11) Recognizes good performance with rewards and positive reinforcement1-4bSkills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective Manager Exhibited by an Effective Manager (cont)(cont)1-5aTable 1-1Past ManagersPast ManagersFuture Future ManagersManagersOrder giver, privileged elite, manipulator, controllerFacilitator, team member, teacher, advocate, sponsor, coachPeriodic learning, narrow specialistContinuous life-long learning, generalist with multiple specialtiesTime, effort, rankSkills, resultsPrimary RolePrimary RoleLearning & Learning & KnowledgeKnowledgeCompensatioCompensation Criterian CriteriaCultural Cultural OrientationOrientationMonocultural, monolingualMulticultural, multilingualEvolution of the 21st-Century Evolution of the 21st-Century ManagerManager1-5bTable 1-1Past ManagersPast ManagersFuture Future ManagersManagersFormal Authority Knowledge (technical interpersonal)Potential problem Primary resourceAfterthoughtForethoughtLimited input for individual decisionsMulticultural, multilingualPrimary RolePrimary RoleView of View of PeoplePeopleEthical Ethical ConsideratioConsiderationsnsDecision Making Decision Making StyleStylePrimary Primary CommunicatioCommunication Patternn PatternVerticalMultidirectionalEvolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)1-5CTable 1-1McGraw-Hill/Irwin ©2002, The McGraw-Hill Companies, Inc. All Rights ReservedPast ManagersPast ManagersFuture ManagersFuture ManagersNature of Nature of Interpersonal Interpersonal RelationshipsRelationshipsCompetitive(win-lose)Cooperative(win-lose)Handling of Power Handling of Power and Key and Key InformationInformationHoard and restrict accessShare and broaden accessApproach to Approach to ChangeChangeResist FacilitateEvolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)Theory XTheory XTheory YTheory Y1. People dislike work 1. Work is a natural activity2. People must be pushed to 2. People committed to objectiveswork are capable of self-direction3. Most people prefer to be 3. Rewards help people becomedirected committed to organizational objectives4. Employees can learn to seek responsibility5. Employees typically have imagination, ingenuity, and creativity1-6Table 1-2McGregor’s Theory X and McGregor’s Theory X and Theory YTheory Y1-7What Is Total Quality What Is Total Quality Management? (TQM)Management? (TQM)Schonberger:Schonberger: TQM is “continuous,
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