DEBATE Managers should find out what are their employees work values in order to take actions that m

1
MB021Organizational Behavior
Prof. Fabio Fonti
Lecture 28 Review session (2 of 2)
2
Agenda

• Quick announcements
• - Negotiation, Prof. Nielsen (Fall or Spring
  2003)
• - Interested in taking Organization Science/HR
  as a major? Talk to me!
• Review session 2
• Wrapping it up for good
• Semester evaluations

3
Final Announcements

• Bring pencils for bubble sheet
• Location time
• T/F questions check A for true, B for false
• Write answers legibly in the space provided on
  the exam
• One sheet of notes, on one side only, is
  allowed. You will need to put your name in the
  back of the sheet, sign it, date it, and then
  turn it in with your exam
• No answers are provided to content questions. If
  you see/have any problem with a given question,
  write about it on the exam)

4
Essay questions I
Focus on using concepts covered in the course to
frame your discussion and arguments rather than
overly relying on jargon. Your answers will be
evaluated based on how well you use course
theories and concepts to analyze information and
argue your point of view in a cohesive and
logical way. Justify your position and, if
needed/requested, use examples to clarify.
Also, given the limited amount of material and
my aim for the course, here I may ask for a more
integrative approach to answering the questions.
5
Essay questions II
Ask and answer why. Credit will not be given
for the overall number of course concepts
mentioned or for length of response, but for the
ability to answer the question that is asked.
  And dont worry, youll do well!
6
Lecture 15 -- Organizational structure and
culture (I)
7
Organizational structure is more important than
organizational culture in coordinating and
motivating individuals and functions to achieve
an organizations goals.
8
My dilemma for this review session

• Material was much less, compared to the midterm
• Exam is longer
• Result pretty much everything needs to be
  covered
• Hence, since I dont plan to rewrite the book
  here,
• decided to go with emphasizing
• what needed most
• what you can leave out

9
In general, do not cover the Insight boxes,
Advice to managers, Opening and Closing
cases. Exceptions - opening case for Ch. 16
and 18 - closing cases for Ch. 15 and 18
10
Org. structure and culture (I)

• Material Chapter 15 (CJ)
• All of it, and well

11
Lecture 16 -- Organizational structure and
culture (II)
12
Standardization is more important than mutual
adjustment in helping an organization to
integrate its activities.
13
Org. structure and culture (II)

• Material Chapter 15 (CJ)
• All of it, and well

14
Lecture 17 -- Organizational structure and
culture (III)
15
Strong organizational cultures are
counterproductive for organizational
effectiveness. That is, everything else equal,
strong organizational cultures results in
under-performing organizations.
16
Org. structure and culture (III)

• Material Chapter 15 (CJ)
• All of it, and well

17
Lecture 18 -- Determinants of organization
structure and culture
18
An organization can never be too organic in
fact, since the environment constantly changes,
it has to be able to respond to change quickly,
and being organic is paramount to this activity.
19
Determinants of organization structure and culture

• Material Chapter 16 (CJ)
• All of it, and well

20
Lecture 19 -- Ethics
21
Each organization has a different culture (i.e. a
set of shared values and beliefs that guide its
members actions). Therefore, what is considered
ethical in one organization is different from
what might be considered ethical in another.
Instead of ethics or business ethics, we should
talk more specifically of Nike ethics or
Sears ethics.
22
Ethics

• Material
• q Thinking ethically A framework for moral
  decision makingq Handout 1 Utilitarianism,
  Rights, Common Good, Justiceq Handout 2
  Relativism
• All of them, and well

23
Lecture 20 Corporate social responsibility
24
No debate
25
Corporate Social Responsibility

• Material
• Corporate Social Responsibility -- What does it
  mean?
• Should companies care?
• Handout on survey on CSR
• Arguments against CSR
• CSR Case study (Drugs for AIDS in Africa)
• All of them, and well

26
Lecture 21 -- Power politics (I)
27
In general, the best way a manager has to deal
with conflict is compromise.
28

• Material Chapter 18 (CJ)
• All, except Conflict management techniques (pp.
  633-637)

29
Lecture 22 -- Power politics (II) How do you
get the most out of your interactions?
Negotiation
30
In general, it is the position (and not the
person) that determines whether a manager has
power or not in an organization.
31

• Material
• Power failure in management circuits
• Influence without authority
• Resources, allies, and the new golden rule
• Power failure no to three exhibits, no to The
  redistribution of power insert
• Influence without authority all of it,
  especially well the Exhibit
• Resources, allies and the new Golden Rule all
  of it

32
Lecture 23 -- Intra- and interorganizational
networks
33
Being on the receiving end of many communication
ties is not enough to leverage the full power of
ones position in the communication network. That
is, there is more to the power of networks that
being talked to by other people in the
organization.
34

• Material
• q Location in the communication networkq
  Informal networks The company behind the chart
• All of them, and well. After all, this is my
  area of expertise. I would know them both as the
  back of my hand (plus, they are really useful)

35
Lecture 24 -- Learning in and by organizations
36
Social learning theory supersedes operant
conditioning (and organizational behavior
modification, or OB MOD) in understanding and
managing organizational learning.
37

• Material
• Chapter 5 (CJ)
• Intellectual capital Ten years later, how far
  weve come (handout article)
• All except
• Reinforcement schedules and Shaping (pp.155-156)
• Operant conditioning in practice OB MOD
  (pp.161-164)
• Important note at p. 164 the starts Social
  learning theory, which instead you should know
  well!

38
Lecture 25 -- Organizational change and
development
39
The most effective way to change an organization
is to use evolutionary change.
40

• Material
• Chapter 19 (CJ)
• Case study Mills College
• Both of them, and well. However, in terms of
  Action Research and Organizational Development
  (pp. 661-671), I will probably stay at the
  definitional level (what they are, and what are
  their components).

41
Wrapping it up for good

• Sheer amount of OB stuff learned
• An interesting metaphor
• Usefulness
• 5 years out
• Right away
• Across professions

42
What did I learn? A sensemaking attempt

• Last chance to communicate to you
• Not an ordinary class
• Worked hard, but take it as an investment (will
  yield you great returns)
• Look at what you got back
• you learned a lot
• most of the stuff is extremely valuable to you
  (practical stuff, that you can use on the job)

43
OB stuff by week
Week 1 -- Introduction Week 2 -- Individuals
and cognition Week 3 -- Satisfaction and
motivation Week 4 -- From the individual to the
group Week 5 -- Groups in organizations Week 6
-- Leadership and decision making Week
7 -- Putting it all together, part I Week 8
-- Organizational structure and culture I  Week
9 -- Organizational structure and culture II Week
10 -- Ethics Corporate Social
Responsibility Week 11 -- Power politics and
negotiation Week 12 -- From networks to
learning Week 13 -- Organizational change
44
and within each week
See overheads (cant fit it all here)
45
(No Transcript)
46
(No Transcript)
47
Content Structure
An email example
48
Content Structure (cont.)

• Class is designed with three purposes in mind
• 1. teach the material
• 2. allow real organizational behavior to emerge,
  so you can study and experiment with it (but
  not be saddled with the consequences!)
• 3. give you experience you can use on the job

49
Content Structure, together

• The Basics
• The Key Competencies

50
Who benefits the most?

• The answer is all of you!
• What you learned here is good for all careers
  (finance, accounting, marketing, other).
• Either 5 years from now (thats why people come
  back and get an MBA, or ExecEd to learn how to
  deal with people)
• Or right away

51
A quick test
How many of you think that they are not better
equipped now than at the beginning of the
semester to deal with the many issues that you
can face in your organizational careers, right
from the very beginning?
52
Content Structure A final word

• Rationale A major reason of why I have
  structured things the way I have (which may pass
  as 'overworking my students', at first glance) is
  to try to expose students to situations that they
  will be facing in their future organizational
  life, and help them develop skills/solutions that
  could serve them well in such cases.
• In your own words

53
In your own words
This course has become a microcosm of what the
real world of business and organizations are all
about today. It requires class members to become
oriented with teamwork, leadership,
organizational structure, power, and motivation
  While my group consists of only five people
, it has many parallels to situations which
are prevalent in larger everyday
organizations.   This is why I feel that the
setup of our Organizational Behavior course is
very conducive to what we will experience in the
business world. I imagine that in the working
world I will encounter similar situations and
will use my experience in this group as a
reference.
54
In your own words (cont.)
We do share many aspects of what all
organizations face, and it is in this way that I
feel our experience as Team will benefit each
member well into our professional careers.  
I would like to say that I have found it very
beneficial for my own comprehension of how I work
with new people to be in this group.   I also
have come to enjoy speaking in front of the
class. This was something that I was not
comfortable with at the beginning of the
semester, but though the debates and the
presentation I have gained confidence in my
ability.
55
To conclude

• I enjoyed the ride
• Goal I want you to do well on your jobs. Now
  you are much better equipped to join the
  corporate world, however
• Fabios life-time warranty if you run into
  OB-related situations in the future would like
  advice, just contact me (it already happened, w/
  the BC Phone Center)

56
Evaluation time

• You know how much I value your feedback
• Well the time has come, again
• Please take time to fill in, including the
  open-ended questions

57
Good luck!!!