Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Needed: People-Centered
Managers and Workplaces
McGraw-Hill/Irwin Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.
After reading the material in this chapter,
you should be able to:
1-2
After reading the material in this chapter,
you should be able to:
1-3
Pfeffer’s Seven People-Centered
Practices
• Job security
• Careful hiring
• Power to the people
• Generous pay for
performance
• Lots of training
• Less emphasis on
status
• Trust building 1-4
Question?
1-5
How Important are People
1-6
The 4-P Cycle of Continuous
Improvement
• Management
- process of working with and through others to
achieve organizational objectives efficiently
and ethically
1-8
A Skills Profile for Managers
1-9
Skills & Best Practices:
The Effective Manager’s Skill Profile
1-10
Skills & Best Practices:
The Effective Manager’s Skill Profile
1-11
Skills & Best Practices:
The Effective Manager’s Skill Profile
1-12
Three Lessons for Managers
1-15
The Field of Organizational Behavior
• Organizational Behavior
- Interdisciplinary field dedicated to better
understanding and managing people at work
1-16
The Human Relations Movement
• Legalization of union-management
collective bargaining
• Behavioral scientist called more attention
to the human factor
• Elton Mayo – Western Electric Hawthorne
study
1-17
The Hawthorne Legacy
1-18
McGregor’s Theory Y
• Theory X assumptions
- pessimistic and negative, typical of how
managers traditionally perceived employees
1-19
McGregor’s Theory Y
• Theory Y
- believed managers could accomplish more
through others by viewing them as self-
energized, committed, responsible, and
creative beings
1-20
Question?
1-22
The Deming Legacy
Principles of TQM
1.Do it right the first time to eliminate costly
rework.
2.Listen to and learn from customers and
employees.
3.Make continuous improvement an
everyday matter.
4.Build teamwork, trust and mutual respect.
1-24
Question?
1-25
The Contingency Approach to
Management
• Contingency Approach
- Using management concepts and techniques
in a situationally appropriate manner, instead
of trying to rely on “one best way”
1-26
Figure 1-2
1-27
The Age of Human and Social
Capital
• Human Capital
- The productive potential of one’s knowledge
and actions
- A present or future employee with the right
combination of knowledge, skills, and
motivation to excel
1-28
Five Human Capital
Outcomes Defined
SOURCE: L Bassi and D McMurrer, “Developing Measurement Systems for Managing in the
Knowledge Era,” Organizational Dynamics, no. 2, 2005, Table 2, p 190.
1-29
Question?
• Social capital
- The productive potential of strong, trusting,
and cooperative relationships
1-31
The Positive Psychology Movement
1-32
Positive Organizational Behavior
• Positive
Organizational
Behavior (POB)
• the study and
improvement of
employees’ positive
attributes and
capabilities Read Jean-Pierre Neveu’s
article on Positive
Organizational Behavior
1-33
Luthans’s CHOSE Model
Of Key POB Dimensions
SOURCE: From The Academy of Management Executive: The Thinking Manager’s Source by F.
Luthans. Copyright © 2002 by Academy of Management. Reproduced with permission of
Academy of Management via Copyright Clearance Center.
1-34
Question?
• E-business
- running the entire business via the
Internet
• Employees can collaborate online, whether
developing new products, creating
marketing plans,
or resolving billing
problems
1-36
Question?
1-37
Supplemental Slides
1-38
The Value of Management
20 • "The success of an
18 organization is dependent
19.4 upon the competence of
16
14 senior management and the
12
Hi Morale morale of the workforce,“ ~
10 8 David Sirota, founder Sirota Research
8 Low/Mod
6
Morale • “How do you keep
4 management from
2
0
destroying the
% inc in stock workforce?”
price 1-39
Source: Study Sees Link Between Morale and Stock Price, HR Executive Online, March 6, 2006
People-Centered Examples
1-40
People-Centered Examples
1-41
Tips for Becoming a People
Developer
1) Motivate people by convincing them to take
charge of their own development
2) Integrate the individual’s development plan with
the formal performance-improvement process
3) Rely on more training for developing your
people
4) Delegate whenever possible to both lighten
your load and to challenge and develop your
people
1-42
Tips for Becoming a People
Developer
1-44
Video: Pike Place Fish Market
1-45