MGMT3010: Textbook Outline Chapter 1: ORGANIZATIONAL BEHAVIOR: The quest for people-centered organizations and ethical conduct Introduction -7 practices associated with higher profits and lower employee turnover = job security, careful hiring, power to the people, generous pay for performance, lots of training, less emphasis on status, trust building -organization = system of consciously coordinated activities of 2+ people -organizational behavior = interdisciplinary field dedicated to better understanding and managing people at work -three basic levels of analysis = individual, group, organizational -note: OB is a horizontal discipline cutting across many categories (cannot necessarily get a job in the field) A Historical Perspective of OB -4 landmarks in the study of OB - human relations movement = more progressive thinking about human nature (managers began to see employees as active social components) -theory y = McGregor’s modern and positive assumptions about employees being responsible and creative -quality movement = significantly higher quality of goods we purchase -total quality management = culture dedicated to training, continuous improvement and customer satisfaction -the e-business revolution -e- business = running entire business via Internet -the age of human and social capital -human capital = the productive potential of one’s knowledge and actions -social capital = the productive potential of strong, trusting and cooperative relationships The Managerial Context -management = process of working with and through others to achieve organizational objectives, efficiently and ethically, amid constant change -effective managers are team players empowered by the willing and active support of others who are driven by conflicting self-interests -skills exhibited by effective manager: clarifies goals, encourages participation, organized, technical/administrative expertise, facilitates work, provides feedback, keeps things moving, controls details, pressure for goal accomplishment, empowers, recognizes good performance -the Wilson managerial skills research—deal with people effectively, high skills/mastery, no difference between male/female managers, managers who rate selves higher than their employees did tend to fail 1
-21 st century Managers -must be more flexible, innovative, responsive The Contingency Approach to Management -contingency approach = using management tools/techniques in a situationally appropriate manner; avoiding the one-best-way mentality -encourages managers to view OB in situational context The Ethics Challenge -ethics = study of moral issues/choices -managers are challenges to have more imagination and the courage to do the right thing to make world a better place -corporate social responsibility = corporations are expected to go above and beyond following the law and making a profit -Caroll’s global corporate social responsibility pyramid: bottom to top
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- Work, effective people management