BUS 250 Organizational Behavior

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BUS 250 Organizational Behavior

• 2004 Fall

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Basic Focus

• The value of people
• Basic value
• Replacement value
• Maintenance value
• Transfer value
• Market value

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The Competitiveness Concept

• Human Capital Grows
• Competitive Advantage is people

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The Competition for Investment Concept

• HRM just another investment
• Compete for investment funds

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Substitution of technology concept

• Substitute Technology for people
• Blend HR with Technology
• Psychological Incentives

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The organization

• A micro world
• Culture indicator of excellence
• Stable over time
• Resistant to quick changes
• Can be measured and evaluated

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Development of an organizations culture

• Chief executive
• Socialization

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Socialization

• The value orientation
• The organization has a core of values
• Socialization/ indoctrination
• A system of shared understandings
• The meaning of ritual/ symbols

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Attitude

• Intensity Emotional Strength
• Centrality Relevance to self-concept

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What does all this mean?

• Some Principles
• Need employers that are effective
• Employee behavior found in the culture
• Unplanned or planned

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We need a vision

• What it is going to be like to work here
• Two questions
• Plan the work environment
• Every individuals is different
• Depends on the value we give to people
• Strategic Planning
• Leads to tactical planning

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Understand and influence behavior

• Every Action by management Affects Behavior in
  some way

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A basic human need Understand our world

• Perception
• Links between perception and behavior
• They think they see what may / does not exist
• They act on the basis of what they see and
  perceive
• What people perceive may alter their behavior

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Mechanisms of perception

• On Seeing / Receiving a stimulus
• Give it meaning
• Based on limited facts, We attempt Closure
• May persist for long periods

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Factors which mould perception

• Stress
• Group Pressure
• Interactions
• Role
• Reference Groups
• Organizational Position

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Personal influences on perception

• Ideas about the world and How it operates
• Seek to confirm beliefs
• Often self fulfilling prophecies
• Values
• Attack can result in defensive behavior

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Personal influences on perception

• Self concept
• Try on maintain self concept
• Choices consistent with self concept
• People validate a self concept

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Personality and business problems

• Most difficulties and lingering problems within
  organizations are People problems
• Every employee has a unique Personality _ The sum
  of their life experiences
• Individuals cannot be considered as wholly
  rational

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Improving interactive skills

• Set objectives
• Prediction about a state of affairs you wish to
  exist
• Only another persons overt behavior is
  accessible

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Managers characteristics

• People who know themselves see others more
  accurately
• Ones own characteristics affect the
  characteristics one sees in others
• If a person accepts themselves (Positive self
  image) they see better things in others
• Cognitively Complex people have a more accurate
  view

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Managing the individual

• Selection of good people
• Orientation
• Made aware of the standards
• Made to feel useful and needed
• Work toward personal goals
• Continuous Performance feedback
• Handling Personal Problems
• Work Rules are make explicit
• Positive Behavior is rewarded
• Something is done about untoward behavior

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There are three levels of discipline

• Autocratic Discipline
• Due Process
• Discipline without punishment

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Motivation

• Means to move
• Decision to participate VS. the Decision to
  Produce
• Basic idea People go to pleasure and away from
  pain

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Traditional Approaches

• Economics First
• Security Second
• Productivity and satisfaction

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How Best to tap Potential

• Tie organizational goals to individual goals
• Extrinsic / Intrinsic than punishments
• Interval between the behavior and the reward
• Feelings about the rewards
• Conflict
• Reward Professionals with holistic performance
  measures

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What makes people want to work

• Experience happiness
• Control
• Achievement
• Growth at work
• Recognition
• Increased responsibility

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What makes people want to work?

• Meaningful / Interesting Work
• Management also can be a motivating factor
• Respect for other people
• Motivation is an internal factor
• Managers cannot motivate directly
• Create environments

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Self Motivation

• Starts with an understanding of what you want out
  of life
• Increased by increasing ability
• Increase opportunities to act
• Mapping Motivational patterns
• Formed in childhood extends through adulthood
• Affects whole outlook
• Irresistible pattern of behavior

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Pay motivation

• How does pay motivate?
• What must a pay system achieve?

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Groups

• Group is a system of behaviors
• Managers spend 50 to 80 of time in groups
• Building Block of organizations

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Groups help meet social needs

• Establish self concept
• Give help and mutual support
• Carry out activities that the individual
• Couldnt do on his own.
• Security / Social needs/ self esteem

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Group Characteristics

• Smaller
• Participation
• Increases influence
• Expertise
• Development of a group concept

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Group characteristics

• Member characteristics
• More similar the group emergent identity more
  stable groups
• Affect the performance of others
• Lead to more satisfaction and less conflict
• Variation in group identity

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Roles

• The parts we play
• Based on shared understandings
• Attitudes, Beliefs and Behaviors that define
  domain of a person in a social system

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Roles

• Typecasting
• Specific roles related to group tasks
• Idea initiation
• Information seeker
• Information provider
• Problem clarifier
• Summarizer
• Consensus tester

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Group cohesion

• Desire to remain within a group
• Personal goals (met)
• Provide an identity
• More similar member higher cohesion
• Social support
• Friendship patterns
• Cohesive Groups will
• Have power over members

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Understanding

• Fears of people in Groups
• Needs of people in Groups

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Managing Groups

• Reduce Psychological barriers to matters of
  communication
• Are performance standards clear?
• Encouraging the Group
• Welcome and encourage ideas
• Genuine consultation
• Brief the group on the organizations current
  plans
• Recognize status, seniority and natural leaders
• Champion the group

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Power in organizations

• Structural Phenomena created by a division of
  labor
• Differences of influence
• Related to the norms and expectations
• Socially approved / socially acceptable
• Sometimes not resented, and even expected and
  desired
• Become Legitimated

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Pointers to Power

• Symbols
• Reputation
• The ability to act
• Both necessary and inevitable
• No Two members are equally powerful
• The issue of Power is always Present

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Sources of Power

• The Person and The social System
• Knowledge and skills
• Position
• Reputation or prestige
• Ability of the individual or group to enter into
  effective alliances

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Sources of Power

• Coercive Power
• Reward Power
• Referent Power
• Charisma
• Legitimate Power
• Role or position

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Sources of Powerlessness

• Not fully aware of the potential source of the
  Power Victims of circumstances
• Learned to forego their own Power from an early
  age
• Obedience as the primary Virtue

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Sources of Powerlessness

• Go to great lengths to Danny their own power
• Need to be liked or loved Denial of Power
• Carry over such unassertiveness into adult life

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Increasing Personal Power

• Understand the decision Making Process and Rules
• Associate with winners
• Appearances, Verbal and skills

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The Manager as Leader

• What is management?
• What is Leadership?
• How can a leader be more effective?
• Developing your subordinates
• Developing yourself

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Leadership

• Trait Theory
• No single trait is the key
• Pattern of traits has yet to be discovered

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Motivation and Leadership

• Motivation through satisfaction of needs
• Motivation from personal goals
• Communication
• The needs and goals of groups
• Group Motivation
• Leadership The key element
• Range of leadership styles

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Continuum of Leadership Behavior

• Factor of choice
• Forces in him/ herself
• Forces in his. Her subordinates
• Forces in the current and impending situation

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Introducing Change

• Why do people resist Change
• Culture Shock
• Symptoms
• Overcome it
• What do people want form their job
• How will the change threaten these

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Managing Change successfully

• Motivate Staff
• Sell the staff the benefits of change
• Plan communications
• Plan Change

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Managing Change successfully

• Dealing with Resistance
• A way of avoiding looking at reality
• Resistance grows if resisted
• What form does resistance take
• Attack
• Silence
• Detail
• No time
• Surface compliance

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Managing Change successfully

• How to deal with resistance
• Pick up resistance cues
• Give tow good faith responses
• Name the resistance

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Organizational Change

• The Change Sequence
• Recognize the need for change
• Select appropriate HRD method
• Reduce resistance to change
• Implement the change
• Develop a flexible list of duties
• Evaluate HRD effectiveness

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Organizational Change

• Reasons for resisting Change
• nature resistance discussed widely
• Threats unemployment, social groups, friendships,
  status

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Organizational Change

• Reducing resistance to change
• Recruit
• Build trust and confidence
• Develop open communication
• Employee participation
• Two Key Elements
• Problem recognition
• Choosing the change agent

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Organizational Change

• Model
• Entry ?diagnosis ? action planning
  ?Implementation ?termination
• The strategy
• Management perceptions are compared with employee
  perceptions

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Organizational Change

• Evaluation
• Results are measured
• Comparisons with key baseline indicators are
  made
• Three distinct steps
• All employees participate
• Employee collaboration
• The organizational structure is reorganized

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Stress and the individual

• Stress is the result of the interaction between
  an individual and an event or particular
  situation called a stressor.
• The response to a stressor may be either positive
  or negative.
• Moderate amounts of stress are beneficial

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Stress and the individual

• Proven to be motivational factors.
• Remain alert to the job environment
• High Levels of stress for prolonged periods of
  time can have detrimental effects.

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Blue collar stressors

• Compensation
• Most often at the bottom run
• Economic unease
• Result of dissatisfaction with take-home pay and
  with living standards
• Have the sense that they are losing ground

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Blue collar stressors

• Compensation
• Four major reasons
• Self-esteem
• Inflation
• Male workers are often shielded by their families
• Blue collar workers have learned to mute their
  dissatisfaction

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Stress reactions to Compensation

• Lose ground to inflation
• Inflationary cures may be more deadly than the
  cost of inflation
• Discomfort resulting from being blamed
• Irregular work pattern

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Stress reactions to Compensation

• Anxiety that accompanies the competition
• Jealous of those located higher up
• Ambivalence often associated with union
  bargaining
• No personal control

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Blue collar workers

• Was believed that stress-related diseases found
  predominantly among white collar workers.
• Blue collar workers also are at risk.
• Number of deaths caused by stress-related
  incidents, is higher among blue collar workers.
• Blue collar workers, then, are highly vulnerable
  to stress.

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Health and safety

• Unnecessary work hazards
• Exposed to undetectable toxic chemicals
• Lack of control
• Associated with assembly line work and machine
  controlled work
• Classified as paced work
• The individual must work at the machines pace
• Self-paced work allows the employee to control
• The dichotomy between the white collar work
  setting and the blue collar work setting
• Double standard
• There is only one thing worse than the stress of
  holding down an unpleasant job, and that is the
  stress of holding down no job

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Work Loss

• High anxiety levels
• Jobs in production and unskilled jobs decline
• Stay in the same position or similar positions
  year after year.

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White collar workers

• The responsibility is demanding and intense
• Getting others to perform effectively
• Performance can be affected by non-work problems
• An executive worlds best described as one of
  input overload. Facilitator, overseer,
  synthesizer and sometimes builder and creator of
  new activities, the executive is committed to
  work of the most intense and preoccupying kind.
  Executive work can devour energy and time in
  gargantuan amountswithout empathy, without pity,
  and without gratitude, the system voraciously
  demands more and more (winter,1983, p.19).

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Career planning and development

• Factors affecting Career planning
• Life stages
• Establishing identity
• Growing and getting established
• Maintenance and adjustment to self
• Mature career stage
• Retirement

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Career planning and development

• Career Anchors
• Managerial competence
• Technical / functional competence
• Security
• creativity

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Individual Career planning

• Self Assessment
• Strength / Weakness balance sheet
• Likes and dislikes survey

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Career Paths

• Traditional
• Lateral Skill
• Dual Career Path

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Adding value to retain present job
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Job revitalization

• Need to reinvigorate Demoralized Employees
• Additional training
• Lateral Moves
• Short Sabbaticals
• Compensation
• Autonomy and Independence

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Career Planning

• Accept the new values
• Look for newer and better ways
• Seek out a new education
• Develop significant Career and Financial Goals
• Avoid Denial
• Market Yourself aggressively
• Place your weaknesses and Inadequacies in
  perspective

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Management Development

• Training must fit into the Organizations culture
• Build Commitment to strategic intent
• Create excellence
• Expose employees to multiple functions within the
  enterprise

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Management Development

• The excellence Concept
• Leadership is seen as a renewable resource
• Managers are given autonomy
• Management is viewed as a process of
  interpretation
• Involvement, or ownership, is seen as crucial
• There is a strong focus on the customer
• Fosters innovation and change
• Integrity or sound business ethics

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Management Development

• The climate for Management development
• The president of CEOs personal commitment
• Appropriate reward systems learning experiences
  are designed to meet career goals
• Programs are seen to work
• The results of participating should lead to
  obvious rewards
• Sufficient long-term encouragement

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The nature of management work

• Flexible space surrounded by constraints
• The core
• An area of choice, or discretion
• At the core
• Individuals operate within systems
• Discretionary portion describes leadership