MHR Lecture Notes Exam 1 - Organizational Behavioro The systematic study of the actions and attitudes that people exhibit in organization so Goal is to explain predict and control/shape human behavior o Top Derailers that cause one to fail Insensitivity to others, poor working relations, inability to work as team, Authoritarianism, inability to change or adapto “PRO VITA, NON PRO SCHOLA” for life not for school - Strategy and Organizational Behavior o Human Relations Movement Increase focus on “human factor”- Mary Parker Follet - Elton Mayo - Hawthorne Studies Collective bargaining legalized New management styles McGregor’s Theories- Theory Xo People dislike work and avoid it o People need to be forced to work o People require close supervisiono People like to be directed, have little ambition and avoid responsibility- Theory Yo Work is a natural activity o Given objectives, people can be very self-directedo People become committed to objectives with some rewardo Most people are ambitious and seek responsibility “Human Capital” – the sum of the skills, knowledge and general attributesof the people in the organization- Important concepts:o Valueo Rarenesso Imitability Competitive advantage is a function of value, rareness and imitability Eg. Starbucks vs McDs- Human capital = personal, social capital = cooperation o The human capital/social capital link is not GIVEN Strategic Management (Development to implementation)- Critical to an organizations success- Addresses the competitive challenges a company has- It is the plan to push the goals, tactics, and policies into a wholeo Strategic Formulation SWOT analysis – strength/weakness, opportunities/threats Vision Mission Goals + Internal (+/-) and External (Opportunity/Threats) Analysis = Strategicplan o Strategy Implementation Galbraith’s Star Model – focuses on 5 elements of organization functioning - Strategy Structure Systems and Processes Metrics and Rewards People - All these elements need to be aligned for theorganization to succeed- Corporate Social Responsibility – can be integrated in strategic plano Make a profit consistent with expectations for international business to fulfill economic responsibility, obey the host country and international law, act ethically and consider all standards, be good corporate citizen and fulfill the host country’s expectation for philanthropic responsibility- Improve Ethical Climate o Demonstration of ethical behavior from leaderso Careful recruitment and selection of new employeeso Developing a meaningful and “real” code of ethicso Training employees to better deal with ethical issues, Use operant conditioning to drive ethical behavior, Incorporate structural mechanisms to deal with ethics issues Example: Cirque du Soleil - Mission: invoke, provoke, evoke the imagination, the senses, and the emotions of people around the world- Very diverse, older and more experienced group - 21 running shows around the worldo Current Strategic Issues involving HRM Mergers and Acquisitions- Cultural fito Human capital – value, rareness and not easily intimidated - Leadership team Offshoring Downsizing/rightsizing BPO –Business Process Outsourcing - Organizational Culture and Socialization o What is culture? Share values, what it’s like to be a member of the organization Four Primary Functions- Give members an organizational identity- Facilitate collective commitment- Promote social system stability- Promote understanding of the organization o Values – a fundamental part of culture Values are your base and don’t change but influence attitudes with influences behavior- Values attitudes behaviors 5 Primary characteristics:- Broad concepts or beliefs- Relate to desirable end-states, behaviors, situations etc. - Apply across most situations- Influence attitude and behavior- Can be ordered by relative importance The greater the difference between espoused values and enacted values, the greater the likelihood for dissatisfaction, cultural problems etc. - They need to walk the walk not just talk the talko Espoused Values Like the mission statement, the “desired” valueso Enacted Values The realityo Culture related issues and questions Need to identify and understand the nature of the culture and how it relatesto strategic context and the objectives of the organization- Ways to understand culture:o Stories, myths, heroes/legendso Symbols/icons, symbolic actso Language/speech, rites/ceremonieso Artifacts, surveys How strong is it through the organization and are there mechanisms or systems keeping it alive Change it when necessary- Eg. Air hockey tableo The “competing values” culture framework Based on two dimensions- Internal vs external focus o “ integration and unity vs differentiation and competition”- Flexibility vs stabilityo “discretion and dynamisms vs order and control” And how those dimensions impact these (6) areas:- Dominant organizational characteristics- Leadership style- Management of Employees- Organizational glue- Strategic emphasis- Criteria for success know features Culture problems:- Lack of shared values, a focus on the problems over opportunities, lack of trust, high turnover, performance issueso Ways to change organizational culture (shift air hockey table) Formal statements, change physical space, slogans, reward systems, quantifying value progress, change organizational structure, Change leader behavior - Recognize your actions can influence culture and culture can influence you o Person – Organization fit – the best fit occurs when all 3 are aligned Espoused/Stated values = enacted values = individual values Leads to better performance, commitment, motivation o Summarize Culture Culture shown through all types of behavior – a function of collective individual experience and behavior- Has subcultures - People see the same culture in different ways- Can be strong or weak- Should support organizational mission- Can be changed but not easily- Organizational Socialization o “Learning the ropes” – the values, norms, and required behaviors to be able to function o EXAM – Three phases of Organizational Socialization Anticipatory Socialization (prior to joining) encounter Change and acquisition - Organizational personalization - a related concept o The impact of
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