Chapter 1 Management and Organizational Behavior Content what vs. process how of managerial work. Th

1
Chapter 1 - Management and Organizational
Behavior Content (what) vs. process (how) of
managerial work.The study of people, groups, and
their interactions in organizations.

• Learning about Organizational Behavior
• Ethics and Organizational Behavior
• An Historical Framework for the Study of
  Management and OB
• Societal Change and Organizational Behavior
• Fads and Foibles in Management
• Conclusion

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Model of the Business Professional for the 2000s

• Strong functional expertise technical
  proficiency and cross-functional awareness.
• Ability to work in an unstructured, team
  environment.
• Interpersonal competency and diversity-related
  skills.
• Excellent negotiating and influencing skills.
• Outstanding information technology skills
  PC/computer, internet and intranet.
• Global/transnational perspective.
• Exceptional verbal (oral and written)
  communication skills.
• Critical thinking and analysis capabilities.
• Ability to consistently deliver high performance.
• Change agent skills and leadership capabilities.

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Learning About Organizational Behavior

• Cognitive Approach (understanding)
• Experiential Approach (skills)
• Integrated Approach

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Ethics And Organizational Behavior

• Is it right?
• Is it fair?
• Who gets hurt?
• Would you be comfortable if the details of your
  decision were reported on the front page of your
  local newspaper?
• What would you tell your child to do?
• How does it smell?

5
An Historical Framework..... Nature of
Society-Agrarian, Industrial, Post-industrial

• Pre-Scientific Management
• Classical Management
• Administrative Theory/Universalism (Henri Fayol)
• Scientific Management (Federick Taylor, Frank and
  Lillian Gilbreth, Henry Gantt-Gantt Chart)
• Structuralist School (Max Weber-bureaucracy)
• Neoclassical management and organization theory
• Neoclassical Management and Organization Theory
• Human Relations School (Human Relations/Hawthorne
  Experiments)
• Behavioral School (Abraham Maslow, Douglas
  McGregor, Rensis Likert, Chris Argyris, Frederick
  Herzberg, David McClelland)

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An Historical FrameworkContinued

• Modern Management and Organization Theory
• Management Science (OM, MRP, JIT, CI, TQM)
• Systems Theory (Peter Senge)(Open/Closed)
• Contingency Theory (Open Systems Planning,
  Organizational Design, Leadership)

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Pre-Scientific Management

• Parochial view
• Profit-making not popular

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Classical ManagementHow to structure, delegate,
coordinate, and motivate.

• Administrative Theory (Fayol)
• -Division of work -Structure
• -Authority and responsibility -Division of labor
• -Unity of command -Coordination
• -Remuneration -Scalar relationships
• -Esprit de corps -Functional principle
• Scientific Management (Taylor)
• 1. Develop the one best way to do each job.
• 2. Select the best individual for the position.
• 3. Ensure that work be carried out in prescribed
  fashion through training and by increasing wages
  for those workers who follow correct procedures.
• 4. Divide work efforts among employees so that
  activities such as planning, organizing, and
  controlling are the prime responsibilities of
  managers rather than individual workers.

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Classical Management Cont.

• Structuralist School (Weber)
• 1. Rules and procedures control organizational
  functions.
• 2. A high degree of differentiation exists
  between organizational functions.
• 3. The orgaization of offices is hierarchically
  determined not subunit is allowed to drift,
  and each subunit reports directly to one
  higher-level office.
• 4. An emphasis is place on prescribed rules that
  regulate behavior.
• 5. Ownership and administration of an
  organization are separate-in essence, the
  president does not own the company.
• 6. An administrator must not be able to control
  positions or the trappings of an office.
• 7. All administrative acts are recorded in
  writing.

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Neoclassical Management and Organization Theory

• Human Relations School
• Behavioral School

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Modern Management And Organization Theory

• Management Science
• Systems Theory
• Contingency Theory

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Societal Change And Organizational Behavior

• OB and Advanced Information and Manufacturing
  Technologies
• Mobile employees, outsourcing, and contingent
  workers
• Boundaryless careers
• The Quality Movement
• Discontent and Cynicism in the Workplace
• Workplace violence

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Societal ChangeCont.

• Sociodemographic Diversity in the Workplace

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Fads And Foibles In Management

• ????????

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Conclusions

• More dynamic and complex models.
• From physical and structural to human
  relationships and interactions to application of
  quantitative methods and computer technology.
• From one-best-way to situational or
  contingency.
• Micro to Macro
• ????