Organizational Behavior
People Centered & Ethical
Chapter 1
BUSA 220 - Wallace
What’s Your Work Experience?
• People Centered?
– Job Security
– Careful Hiring (culture)
– Employee
Empowerment
– Performance Pay
– Training (learning
organization)
– Less status, more team
– Trust (everything)
Organizational Behavior (OB)
Research & Practice
–Individual
–Group
–Organization:
• “A system of consciously
coordinated activities or
forces of two or more
people” (Chester I.
Bernard)
Organization Background
Society & Org Development
OB & Org Design Connection
Networked Organizations
OB – Life Long Learning
Source: Lawler III, E.E. (2003).
OB-OD Brief History
• 1776 – Adam Smith
• 1820’s - Railroad
• 1900’s – Assembly
Lines (Ford)
• 1930’s Human
Relations – Mayo &
Follett; Barnard.
• 1940’s - Deming
• 1950’s – Hawthorne
Legacy
•1960’s – McGregor (X&Y)
•1980’s –Total Quality
Management
•1980’s – Six Sigma
•1990’s – Reeingineering
•2000 – Lean Six Sigma
The Fact is that over 70% of
these efforts FAIL to improve
performance or stakeholder
value!
The Reality of the American Workforce
What percentage of the
American workforce do
NOT utilize their full
capabilities on the job?
1. 10%
2. 35%
3. 50%
4. 75%
Jason Fried: Why Work Doesn't Get Done At Work
Source: HR Magazine
What do you think?
True (A) or False (B)?
1. Effective managers tend to
have high skills mastery.
2. Derailed managers
underestimate their skills
mastery.
3. Effective female and male
managers have
significantly different skill
sets.
McGregor Theory X & Theory Y
Theory X
– Most people dislike
work and want to avoid
it
– People require close
direction
– People want to avoid
responsibility and have
little ambition
Theory Y
– Work is a natural activity
– People can be self-directed if
they are committed to the
objective
– Rewards help commitment
– Most employees accept and
seek responsibility
– Employees have imagination,
ingenuity and creativity
Total Quality Management (TQM)
Reengineering
Six Sigma (Lean Six Sigma)
TQM vs. Six Sigma
Management Evolution
Primary Role
Past Managers
Future Managers
Cultural Orientation
Monocultural,
monolingual
Multicultural, multilingual
Source of influence
Formal authority
Technical knowledge
and interpersonal skill
View of people
Potential problem
Primary resource;
human capital
Decision-making style
Limited input for
individual decisions
Broad-based input for
joint decisions
Ethical considerations
Afterthought
Forethought
First, Break all the Rules (Wagner, R & Harter, J.K., 2006).
1. I know what is expected of me at
work.
2. I have the materials and
equipment I need to do my work
right.
3. At work, I have the opportunity
to do what I do best every day.
4. In the last seven days, I have
received recognition or praise for
doing good work.
5. My supervisor, or someone at
work, seems to care about me as
a person.
6. There is someone at work who
encourages me development.
7. At work, my opinions seem to
count.
8. The mission or purpose of my
company makes me feel my job is
important.
9. My associates or fellow employees
are committed to doing quality
work.
10. I have a best friend at work.
11. In the last six months, someone at
work has talked to me about my
progress.
12. This last year, I have had
opportunities at work to learn and
grow.
Changing Minds (Gardner, H., 2006).
1.
2.
3.
4.
5.
Reason
Research
Resonance
Redescriptions:
Resources and
Rewards
6. Real World Events
7. Resistances
Corporate Social Responsibility
Source: Carroll, A. B. “Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management
Executive, May 2004, p. 116.
Ethics in American Business
1. Occasional observed
unethical behavior
2. Job applicants
misinformed about
financial condition of
company
3. Applicants who lied about
their work histories
4. Applicants who lied about
their education
5. Applicants who lied about
their credentials/licenses
A. 23%
B. 44%
C. 62%
D. 64%
E. 41%
Ethics in American Business
1. Occasional observed
unethical behavior – 62%
2. Job applicants misinformed
about financial condition of
company – 64%
3. Applicants who lied about
their work histories – 44%
4. Applicants who lied about
their education – 41%
5. Applicants who lied about
their credentials/licenses –
23%
Moral Principles – David Hodgson
• Dignity of human life
• Autonomy
• Honesty
• Loyalty
• Fairness
• Humaneness
• The common good
Improving Ethics
• Model the Way
• Screen Potential
Employees
• Develop and enforce
a meaningful code of
ethics
– Equally distributed
– Supported
– Specific
• Training
• Reinforce
• Create structure
• Eliminate the need for
whistle-blowing.
(Remember Gardner?)
Changing Minds (Gardner, H., 2006).
1.
2.
3.
4.
5.
Reason
Research
Resonance
Redescriptions:
Resources and
Rewards
6. Real World Events
7. Resistances
Course Structure
The Bottom Line is YOU!
Companies today aren’t managing their employee’s careers;
knowledge workers must, effectively, be their own chief
executive officers. It’s up to you to carve out your place, to
know when to change course, and to keep yourself engaged
and productive during a work life that may span 50 years. To
do these things well, you’ll need to cultivate a deep
understanding of yourself—not only how you learn, [but] how
you work with others, what your values are, and where you can
make the greatest contribution. Because only when you
operate from strengths can you achieve true excellence.
Peter Drucker (2005)