Needed:

People-
Centered
Managers and
Workplaces

Chapter One

McGraw-Hill/Irwin Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
2012 The McGraw-Hill Companies, Inc. All rights reserved.
The Field of Organizational
Behavior
Organizational
Behavior
Interdisciplinary
field dedicated to
better
understanding
and managing
people at work

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 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

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 The Hawthorne Legacy
Interviews do not support initial conclusions
about positive effect of supportive
supervision
Money, fear of unemployment, managerial
discipline and high quality raw materials
were responsible for high output

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McGregors Theory Y
Theory X
assumptions
pessimistic and
negative, typical of
how managers
traditionally
perceived
employees

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 McGregors Theory Y
Theory Y
believed managers could accomplish more
through others by viewing them as self-
energized, committed, responsible, and
creative beings

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 McGregors Theory X and
Theory Y
Table 1-
1

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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

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The Age of Human and Social
Capital
Human Capital
The productive potential of ones knowledge
and actions
A present or future employee with the right
combination of knowledge, skills, and
motivation to excel

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The Age of Human and Social
Capital
Social capital
The productive potential of strong, trusting, and
cooperative relationships

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 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

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 Positive Organizational
Behavior
Positive Organizational Behavior (POB)
the study and application of positively oriented
human resource strengths and psychological
capacities that can be measured, developed,
and effectively managed for performance
improvement in todays workplace

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 Luthanss CHOSE Model
Of Key POB Dimensions
Table 1-
3

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E-Business and Implications for
OB and Managing People
E-business
using information communication technologies
to facilitate every aspect of running a business
Employers are able to access markets for their
products and services much more easily and
efficiently and over greater distances

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Time and Location of Work
The 24/7, everywhere connectivity means that
many employers no longer have dedicated office
space for large percentages of their employees.
Todays managers need to select workers who
have self-discipline, as well as being able to
measure performance when they cannot directly
observe their workers much of the time.

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Time and Location of Work
Concern is growing that linking to the office
everywhere and anytime means that
workers cannot or will not ever disconnect.
Managers have to be sure their people
dont succumb to stress and exhaustion
from being constantly tethered to their jobs.

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The Promise and Limits of
Collaboration
Many organizations The question
collaborating with becomes not only
outsiders to improve what to share but
their problem- how much and with
solving and whom.
innovation
capabilities.

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 Web 2.0 Requires
Management 2.0
Managers of the future wont control the
flow of information
Managers will be expected to provide the
means for employees to collaborate and
share information with each other to
achieve common goals

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 The Ethics Challenge
Ethics is concerned with right versus wrong,
good versus bad, and the many shades of
gray in-between supposedly black-and-
white issues

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A Model of Global Corporate
Social
Responsibility and Ethics
Corporate social responsibility (CSR)
means that corporations have obligations beyond
shareholders and beyond the bounds of law or
contract.
challenges businesses to go above and beyond
just making a profit to serve the interests and
needs of stakeholders, including past and present
employees, customers, suppliers, and the
countries and communities in which the facilities
are located.

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A Model of Global Corporate
Social
Responsibility and Ethics

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 A Model of Global Corporate
Social
Responsibility and Ethics
Level 1 Make a profit consistent with
expectations for international businesses
to fulfill economic responsibility.
Level 2 Obey the law of host countries as
well as international law to fulfill legal
responsibility.

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 A Model of Global Corporate
Social
Responsibility and Ethics
Level 3 Be ethical in its practices, taking
host-country and global standards into
consideration to fulfill ethical
responsibility.
Level 4 Be a good corporate citizen,
especially as defined by the host countrys
expectations to fulfill philanthropic
responsibility.

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 Taking Local Norms and
Conduct into Consideration
National culture Each culture
affects how people requires its own
think and act about ethical analysis,
everything, including taking local norms
ethical issues into consideration.

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 Ethical Lapses in the
Workplace
Lower-level employees regularly witness
common ethical lapses such as lying about
being sick, fudging a report, bullying and
sexual harassment, personal use of
company equipment, and stealing company
property or funds.

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Intense Pressure for Results
Starts Early
Most common is an individuals own desire
to look good for their bosses, which has
been identified as a cause of unethical
behavior in lower- and mid-level employees
and managers.

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Intense Pressure for Results
Starts Early
Managers pressure unethical behavior due to
their own motivations to perform, perceptions
that such behaviors are actually acceptable or
that no consequences will occur, reward
systems that incentivize unethical behaviors,
and/or the physical environment facilitates
such actions

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 How to Improve the
Organizations
Ethical Climate
Behave ethically yourself
Screen potential employees
Develop a meaning full code of ethics
Provide ethics training
Reinforce ethical training
Create positions, units, and other structural
mechanisms to deal with ethics

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A Topical Model for What
Lies Ahead

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