Organizational behavior core concepts by kinicki chapter1

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Organizational behavior core concepts by kinicki chapter1

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Organizational Behavior core concepts Organizational Behavior: Why People Matter to Organizations 1-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Explain the importance of people skills to management success • Summarize principles for making ethical decisions • Describe how the role of managers is affected by global business and the changing workplace • Define organizational behavior, and identify disciplines that contribute to OB 1-3 Learning Objectives • Discuss how OB has been shaped by total quality management, the contingency approach, appreciation of human and social capital, and positive psychology • Define e-business, and specify ways the Internet is affecting the management of people at work 1-4 Managers Get Results With and Through Others • Management – process of working with and through others to achieve organizational objectives efficiently and ethically • Today’s manager needs to creatively envision and actively sell bold new directions in an ethical and sensitive manner 1-5 A Skills Profile for Managers • Typical manager’s day is a fragmented collection of brief episodes • Interruptions are commonplace • Large blocks of time for planning are rare 1-6 A Skills Profile for Managers 1-7 Clarifies goals and objectives for everyone involved Encourages participation, upward communication, and suggestions Plans and organizes for an orderly workflow Has technical and administrative expertise to answer organizationrelated questions A Skills Profile for Managers 1-8 Facilitates work through team building, training, coaching, and support Provides feedback honestly and constructively Keeps things moving by relying on schedules, deadlines, and helpful reminders A Skills Profile for Managers 1-9 Controls details without being overbearing Applies reasonable pressure for goal accomplishment 10 Empowers and delegates key duties to others while maintaining goal clarity and commitment 11 Recognizes good performance with rewards and positive reinforcement Importance of Ethical Behavior Ethics involves: • The study of moral issues and choices • Right vs wrong • Many shades of gray in supposedly black-and-white issues 1-10 The Deming Legacy 1-28 • Formal training in statistical process control and techniques • Helpful leadership, rather than order giving and punishment • Elimination of fear so employees will feel free to ask questions • Teamwork • Elimination of barriers to good workmanship The Deming Legacy • 85-15 Rule – When things go wrong, there is roughly an 85% chance the system is at fault – Only about 15% of the time is an individual employee at fault 1-29 What is TQM? • Principles of TQM – Do it right the first time to eliminate costly rework – Listen to and learn from customers and employees – Make continuous improvement an everyday matter – Build teamwork, trust and mutual respect 1-30 The Contingency Approach • The Contingency Approach – Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way” 1-31 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 1-32 The Age of Human and Social Capital • Social capital – The productive potential of strong, trusting, and cooperative relationships 1-33 Dimensions of Human and Social Capital 1-34 Figure 1-2 Building Human and Social Capital Measures of human capital outcomes • Leadership/managerial practices • Workforce optimization • Learning capacity • Knowledge accessibility • Talent engagement 1-35 The Positive Psychology Movement • Recommends focusing on human strengths and potential as a way to prevent mental and behavioral problems and to improve the general quality of life 1-36 The Positive Psychology Movement • Subjective level • Individual level • Group level 1-37 Positive Organizational Behavior • Positive Organizational Behavior (POB) – the study and improvement of employees’ positive attributes and capabilities 1-38 Read Jean-Pierre Neveu’s article on Positive Organizational Behavior Luthans’s CHOSE Model Of Key POB Dimensions • • • • • 1-39 Confidence/self-efficacy Hope Optimism Subjective well-being Emotional intelligence E-Business: Much More Than E-Commerce • E-business – running the entire business via the Internet • The Internet is a tool that dramatically lowers the cost of communication 1-40 E-Business Implications for OB • • • • • 1-41 E-management E-leadership E-communication Goal setting and feedback Organizational structure E-Business Implications for OB • • • • • • 1-42 Job design Decision making Knowledge management Speed, conflict and stress Change and resistance to change Ethics ...1 Organizational Behavior core concepts Organizational Behavior: Why People Matter to Organizations 1-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... affected by global business and the changing workplace • Define organizational behavior, and identify disciplines that contribute to OB 1-3 Learning Objectives • Discuss how OB has been shaped by total... replaced by customer-centered leaders • Employees are being viewed as internal customers 1-16 Evolution of the 21st Century Manager 1-17 Table 1-1 The Field of Organizational Behavior • Organizational

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Mục lục

  • Slide 1

  • Slide 2

  • Learning Objectives

  • Slide 4

  • Managers Get Results With and Through Others

  • A Skills Profile for Managers

  • Slide 7

  • Slide 8

  • Slide 9

  • Importance of Ethical Behavior

  • A Model of Ethical Behavior in the Workplace

  • Making Ethical Decisions

  • The Global Context: Cultural Differences

  • Project GLOBE Cultural Dimensions

  • Slide 15

  • 21st-Century Managers

  • Evolution of the 21st Century Manager

  • The Field of Organizational Behavior

  • The Field of Organizational Behavior

  • The Human Relations Movement

  • The Hawthorne Legacy

  • Mary Parker Follett

  • McGregor’s Theory Y

  • Slide 24

  • McGregor’s Theory X and Theory Y

  • Question?

  • What is TQM?

  • The Deming Legacy

  • Slide 29

  • Slide 30

  • The Contingency Approach

  • The Age of Human and Social Capital

  • The Age of Human and Social Capital

  • Dimensions of Human and Social Capital

  • Building Human and Social Capital

  • The Positive Psychology Movement

  • Slide 37

  • Positive Organizational Behavior

  • Luthans’s CHOSE Model Of Key POB Dimensions

  • E-Business: Much More Than E-Commerce

  • E-Business Implications for OB

  • Slide 42

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