1Business Administration &Economics Department

CBE6103Managing People in

OrganizationsFall, 2014

General Information

George, J.M. and Jones, G.R. (2011)Understanding and Managing OrganizationalBehavior. Sixth Edition. London: Pearson

2Course Objectives

Critical exploration of core concepts incurrent organisational theory

Comprehensive analysis of the newmanagerial implications and practices

Analysis of the recent developments inHRM practices and its changing context

Critical analysis of structural changes inorgs. of different sizes & sectors

Course Outline

Strategic pressures driving behaviour HR Structuring the organisation & the structural

change process Changing culture of organisations Power & conflict in organisations Performance management process Emerging managerial and HRM issues

3What is an organisation?

Group of 2 or more individuals Consciously co-ordinated unit Functions on a continual basis to achieve

common goals

What is OB

Field specialising in the study of humanbehaviour in organisations what makes employee more productive what makes employees more satisfied in

their jobs how can we find the best way to organise

an employees work

4What is a manager?What do managers do?

Manager: someone who achieves goalsthrough the efforts of others

Plan: define goals, strategize, co-ordinate etc. Organise: determine tasks, job design, determine

authority, where decisions are made etc.

Lead: motivate, direct, communicate, resolve etc.to get members to work toward a goal

Control: monitor/correct actions--meet goals

Strategic Pressures DrivingDevelopments in Managing

Behaviour & Human Resources

5Views of Loyalty: (Business Week)

77%60%

2%

5%

21%35%

0%10%20%30%40%50%60%70%80%90%

100%

Company loyalty toemployee

Employee loyalty tocompany

More loyal

Same

Less loyal than fiveyears ago

Evolution in How Organizations Have ViewedTheir Employees

Everyone is the same.

There are differences.

Differences are good.

6Overview of the OB Model

Individual Level

Group Level

Organisation Systems Level

Time

Level III

Level II

Level I

TheDependentVariables

Productivity

Absenteeism

Job Satisfaction

OrganisationalCitizenship

Turnover

7Independent VariablesIndividual Group Organisation

Biographical Traits

Personality

Values & Attitudes

Ability

Perception

Motivation

Individual Learning

Decision Making

Communication

Other Groups

Conflict

Power & Politics

Group Structure

Work Teams

Leadership

Decision Making

Culture

Structure

Design

Technology

Work Processes

Selection Processes

Training Programs

Appraisal Practices

Forces driving developments

Technological - Information Technology Legislative / Political Downsizing / Outsourcing Competition -- Globalisation Socio-Demographic & Nature of the Workforce Ethics & Social Responsibility

8Important Note

Forces pressuring change are not all bad There is shifting in the nature of business Jobs are being lost but also created (e.g.,

formation of new markets)

Technological Forces --Information Technology

With advances in IT orgs. generate moreinfo, seek more info, & send info morequickly

Can respond quicker to customers, otherorgs, and competitors

Can alter production schedules more quickly Use of the web and intra/inter net

9IT (contd.)

Continuous improvement e.g., 99.9% efficiency at the U.S. Postal

Service means losing 2,000 packages perhour; 2 plane crashes per day at OHare

Need for new skills base and training ona continual basis to keep up

IT impacts where business can be done-- job design (e.g., on the road, at home,or around the world)

Legislative / Political Change

Countries are more open to foreigninvestment -- movement of labor & capital

New markets are opening (e.g., SovietUnion, Asia)

Formation of the EU and its standardizedrules and regulations

Deregulation (e.g., airlines, telephone)

10

Downsizing & Outsourcing

A planned reduction in workforce aimedat reducing the size or staff and middlemanagement to reduce costs

Org becomes more effective withoutincreasing costs

Downsizing has been referred to as jobshifting -- in the U.S. increases inoverall employment have offset this

Competition / Globalisation

Competitors can now come from acrossthe street or from around the world

Orgs need to defend against theirtraditional competitors as well asentrepreneurial firms including those onthe internet

Interest rate and foreign currencyfluctuations

11

Socio-demographic Different types of people found within an

organisation: Generation X / Y Senior Citizens Baby Boomers (1945 - 1960)

Demand different training, benefits,work-place arrangements, rewardsystems etc. based on these changes

Socio-demographic (contd.)

Marriage is being delayed; 50% end indivorce increasing no. of single parent households

Increase in university/college attendance

12

Workforce diversity

Similarities/differences in characteristics: age race gender disabilities ethnic heritage sexual orientation

Regional (EU) & Global diversity In many countries minorities are the

fastest-growing segment of the populationand workforce

Workforce diversity (contd.)

Increase in professionals & knowledgeworkers

Many new workforce entrants withlimited or inadequate skill sets

13

Ethics & Social Responsibility

Ethics: individual beliefs about what isright and wrong

Social Responsibility: obligation toprotect and contribute to the socialenvironment in which it operates

Examples: obligations to clean up theenvironment (McDonalds); respond toclient needs (e.g., J&J -- Tylenol scare)

Changing employee contract

Fewer jobs for life (downsizing) Fewer situations of a family working in a

particular org Weaker bond between org. & employee William Bridges: talks about no more full-

time work; only contract & part-time rentan employee

14

Some challenges & opportunities formanaging behaviour & HR

Improving quality and productivity Improving people skills Managing workforce diversity Responding to globalisation Empowering people Stimulating change and innovation Coping with temporariness Declining employee loyalty Improving ethical behaviour