Organizational Behavior

FMCU, Fall 2007

All presentations showed throughout the semester serve as a complementary material further to the required readings as stated in the course syllabus. Mastering the content of these presentations will thus by no means be sufficient for the purpose of exam preparation.

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Introduction to Organizational Behavior (OB)

OBJECTIVES:
WHAT IS OB AND WHY IT IS IMPORTANT THE NATURE OF ORGANIZATIONS

OB & MANAGEMENT
THE NATURE OF MANAGERIAL WORK MANAGERIAL SKILLS MANAGEMENT LESSONS FROM ABROAD:
JAPANESE MANAGEMENT

J. Rudy, Organizational Behavior, FMCU, Fall 2007

What Is OB & Why It is Important

OB IS A MULTIDISCIPLINARY FIELD DEVOTED TO UNDERSTANDING INDIVIDUAL AND GROUP
behavior interpersonal processes organizational dynamics

OB IS IMPORTANT BECAUSE
individual & group behavior is related to performance at work it is about common topics that now characterize a modern workplace: ethical behavior, globalization, technology
it can expand (your) potential for career success since it is a study or organizational processes from a managerial point of view
J. Rudy, Organizational Behavior, FMCU, Fall 2007

utilization, diversity, high performance, etc.

Why Is OB Important for Managers

MANAGERS ARE RESPONSIBLE FOR WORK THAT IS ACCOMPLISHED THROUGH THE PERFORMANCE OF (SUBORDINATED) PEOPLE THE WORKFORCE IS CHANGING CUSTOMER EXPECTATIONS ARE CHANGING ORGANIZATIONS ARE CHANGING RESULT MANAGERS HAVE TO CHANGE AS WELL

BECAUSE OF THE NATURE OF ORGANIZATIONS AS SOCIOTECHNICAL SYSTEMS

J. Rudy, Organizational Behavior, FMCU, Fall 2007

The Nature of Organizations

ORGANIZATIONS ARE GROUPS (OR COLLECTIONS) OF PEOPLE WORKING TOGETHER TO ACHIEVE A COMMON PURPOSE THE REASON WHY ORGANIZATIONS EXIST:
To reach goals that no person could reach alone
Example: TO SATISFY THE WORLDS APPETITE FOR GOOD FOOD, WELL-SERVED, AT A PRICE PEOPLE CAN AFFORD
(McDonalds )

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Typical Attributes of Organizations

created by people (common purpose) run by people (managers) their outputs serve to people
(needs satisfaction)

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Organizations Purpose, Mission & Strategy

PURPOSE: MAY BE STATED AS THE CREATION OF GOODS OR SERVICES FOR CUSTOMERS MISSION & MISSION STATEMENT: FOCUS THE ATTENTION OF ORGANIZATIONAL MEMBERS AND STAKEHOLDERS ON THE CORE PURPOSE STRATEGY: GUIDES ORGANIZATIONS TO OPERATE IN WAYS THAT OUTPERFORM COMPETITORS STAKEHOLDERS: PEOPLE AND GROUPS WITH AN INTEREST OR STAKE IN THE PERFORMANCE OF THE ORGANIZATION
J. Rudy, Organizational Behavior, FMCU, Fall 2007

Organizations Purpose, Mission & Strategy

ORGANIZATIONAL CULTURE: THE SHARED BELIEFS AND VALUES THAT INFLUENCE THE BEHAVIOR OF ORGANIZATIONAL MEMBERS WORKFORCE DIVERSITY: INVOLVES DIFFERENCES BASED ON GENDER, RACE AND ETHNICITY, AGE, AND SEXUAL ORIENTATION ORG. EFFECTIVENESS: SUSTAINABLE HIGH PERFORMANCE IN ACCOMPLISHING MISSION & OBJECTIVES
J. Rudy, Organizational Behavior, FMCU, Fall 2007

Trends in the New Workplace

COMMITMENT TO ETHICAL BEHAVIOR IMPORTANCE OF HUMAN CAPITAL DEMISE (the end) OF COMMAND-AND-CONTROL EMPHASIS ON TEAMWORK PERVASIVE INFLUENCE OF INFORMATION TECHNOLOGY RESPECT FOR NEW WORKFORCE EXPECTATIONS CHANGING DEFINITION OF JOBS AND CAREER
(related to outsourcing and more individuals working as independent contractors)

J. Rudy, Organizational Behavior, FMCU, Fall 2007

High-Performance Organizations
Definition:

HPO ARE DESIGNED TO BRING OUT THE BEST IN PEOPLE AND PRODUCE SUSTAINABLE ORGANIZATIONAL RESULTS

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Characteristics of HPO
VALUE PEOPLE AS HUMAN ASSETS, RESPECT DIVERSITY & EMPOWER ALL MEMBERS TO FULLY USE TALENTS TO ADVANCE ORGANIZATIONAL & PERSONAL PERFORMANCE MOBILIZE TEAMS THAT BUILD SYNERGY FROM THE TALENTS OF MEMBERS AND THAT HAVE THE FREEDOM TO EXERCISE SELF-DIRECTION AND INITIATIVE TO MAXIMIZE THEIR PERFORMANCE CONTRIBUTIONS UTILIZE THE LATEST IN INFORMATION & PRODUCTION TECHNOLOGIES, ACHIEVING SUCCESS IN BRINGING PEOPLE & TECHNOLOGY TOGETHER IN A PERFORMANCE CONTEXT THRIVE ON LEARNING, WITH NORMS AND CULTURES THAT ENCOURAGE KNOWLEDGE SHARING & ENABLE MEMBERS TO EXPERIENCE CONTINUOUS GROWTH AND DEVELOPMENT ARE ACHIEVEMENT ORIENTED, SENSITIVE TO THE EXTERNAL ENVIRONMENT, AND FOCUSED ON TOTAL QUALITY MANAGEMENT & BEING THE BEST IN DELIVERING CUSTOMER SATISFACTION
J. Rudy, Organizational Behavior, FMCU, Fall 2007

OB & Management
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT ARE RELATED TO EACH OTHER THROUGH PEOPLE: OB deals with behavior of people
at the workplace
at the workplace

MANAGEMENT is the management of people

>>> based on this:

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Organizational Behavior Is
A CONTEMPORARY MANAGEMENT

APPROACH THAT STUDIES & IDENTIFIES MANAGEMENT ACTIVITIES THAT PROMOTE EMPLOYEE EFFECTIVENESS BY UNDERSTANDING THE COMPLEX & DYNAMIC NATURE OF INDIVIDUAL, GROUP, AND ORGANIZATIONAL PROCESSES

J. Rudy, Organizational Behavior, FMCU, Fall 2007

What Is Management?

Process (Research)
Profession (Practice) Science (Theory)

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Management As a Process
DONE THROUGH FUNCTIONS OF MANAGEMENT:

Planning Organizing Leading Controlling

RELATED TO WHAT MANAGERS DO

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Management As a Profession

MANAGERIAL REVOLUTION
SEPARATION OF THE OWNERSHIP AND THE COMPANY MANAGEMENT

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Management As a Science
INTEGRATES FINDINGS OF SEVERAL OTHER DISCIPLINES:
Psychology Sociology Anthropology Economics Political Science, etc.

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Management from the OB Point of View

IS A PROCESS GOAL ORIENTED EFFICIENT AND EFFECTIVE IS THE MANAGEMENT OF PEOPLE

J. Rudy, Organizational Behavior, FMCU, Fall 2007

The Nature of Managerial Work

FUNCTIONS OF MANAGEMENT ARE RELATED TO
WHAT MANAGERS DO MANAGERIAL ROLES GIVE THE ANSWER HOW MANAGERS DO IT:
Interpersonal role Informational role Decisional role

An effective manager is the one whose team consistently achieves high-performance goals

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Managerial Skills
A skill is an ability to translate knowledge into an action that results in a desired performance Technical skills the ability to perform specialized tasks Human skills the ability to work well with other people. They include communication skills. Conceptual skills the ability to analyze & solve complex problems Emotional intelligence the ability to manage oneself & ones relationships effectively

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Management Lessons From Abroad

Typical characteristics of Japanese approach to management:
Democratic country companies can choose their system of management Still there are some typical features: LIFE-TIME EMPLOYMENT SENIORITY SYSTEM RINGI SYSTEM (RINGI SEIDO) COMPANY TRADE UNIONS

+ some authors add also:

IN-HOUSE TRAINING OF MANAGERS EXTENSIVE USE OF QUALITY CONTROL METHODS EMPHASIS ON CREATING HARMONIOUS RELATIONS AMONG WORKERS
J. Rudy, Organizational Behavior, FMCU, Fall 2007

Contrast Japanese vs. European & American Management Practice

Europe & USA
Specific Career

Japan
Non-specific Career

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Life-time Employment
ABOUT 35% OF WORKFORCE IN JAPAN ONE AND THE SAME EMPLOYER DURING THE LIFETIME (PRODUCTIVE AGE AFTER GRADUATION TILL THE AGE OF 55 YEARS) EXECUTIVES ARE AN EXCEPTION PROCEDURE STARTS IN THE LAST YEAR OF STUDY AT THE UNIVERSITY NOVEMBER 1 THE SELECTION DAY NEW EMPLOYEES ENTER COMPANIES AS TO APRIL 1 RONIN AN UNSUCCESSFUL ATTEMPT IN THE AGE OF 55 EMPLOYEES RETIRE

J. Rudy, Organizational Behavior, FMCU, Fall 2007

The Flow of the Workforce

Graduates

Productive Age Age of 18-23

Retirement Age of 55

2 groups of employees: Key workers Mid-career workers LIFE-TIME EMPLOYMENT IS OFFERED TO THE FIRST GROUP ONLY! MANAGERS COME FROM THE SAME GROUP OF EMPLOYEES
J. Rudy, Organizational Behavior, FMCU, Fall 2007

Seniority System = Compensation System

Partially based both on Taylorism & seniority

ICHI-BAN S A L A R Y

(-)
(+)

NAN-BAN DESUKA?

SAN-BAN (-)
23 AGE 55
J. Rudy, Organizational Behavior, FMCU, Fall 2007

Ringi System = Ringi Seido = A Decision-Making System

GROUP DECISION MAKING
(+) ALMOST PERFECT PROBLEM DEFINITION

(-) TIME CONSUMPTION

J. Rudy, Organizational Behavior, FMCU, Fall 2007

Trade Unions
DO NOT HAVE TRADE UNION ASSOCIATIONS COMPANY TRADE UNION

J. Rudy, Organizational Behavior, FMCU, Fall 2007