A Strategic Approach To Organizational Behavior

1
A Strategic Approach To Organizational Behavior
Hitt et al Chapter 1 Abridged and Augmented

• MGT 5371-001
• Managing Organizational Behavior Design
• May 6-4-07
• John D. Blair, PhD
• Georgie G. William B. Snyder Professor in
  Management

2
Study Question 2 What are organizations like as
work settings?

• An organization is a collection of people working
  together in a division of labor to achieve a
  common purpose.

3
Common Features of Organizations

• Network of individuals
• System
• Coordinated activities
• Division of labor
• Goal orientation
• Continuity over time, regardless of change in
  individual membership

4
What are organizations like as work settings?

• The core purpose of an organization is the
  creation of goods and services.
• Missions and mission statements focus attention
  on the core purpose.
• Mission statements communicate
• A clear sense of the domain in which the
  organizations products and services fit.
• A vision and sense of future aspirations.

5
Organizations as transformational
settingsrealizing their mission
6
What is the role of organizational strategy?

• A strategy is a comprehensive plan that guides
  organizations to operate in ways that allow them
  to outperform their competitors.
• Key managerial responsibilities include strategy
  formulation and implementation.
• Knowledge of OB is essential to effectively
  strategy implementation.

7
Modern workplace trends

• Inconsistent commitment to ethical behavior.
• Importance of human capital.
• Demise of command and control.
• Emphasis on teamwork.
• Pervasive influence of information technology.
• Respect for new workforce expectations.
• Changing definition of jobs and career.

8
Organizational stakeholders

• People, groups, and institutions having an
  interest in an organizations performance.
• Customers, owners, employees, suppliers,
  regulators, and local communities are key
  stakeholders.
• Interests of multiple stakeholders sometimes
  conflict.
• Executive leadership often focuses on balancing
  multiple stakeholder expectations.

9
Organizational culture and diversity

• Organizational culture refers to the shared
  beliefs and values that influence the behavior of
  organizational members.
• Positive organizational cultures
• Have a high-performance orientation.
• Emphasize teamwork.
• Encourage risk taking.
• Emphasize innovation..
• Respect people and workforce diversity.
• Success in business world is tied to valuing
  diversity.

10
Longitudinal views of organizational effectiveness

• Short-run emphasis on goal accomplishment,
  resource utilization, and stakeholder
  satisfaction.
• Intermediate-run emphasis on organizations
  adaptability and development potential.
• Long-run emphasis on survival.

11
What is the nature of managerial work?

• Managers perform jobs that involve directly
  supporting the work efforts of others.
• Managers assume roles such as coordinator, coach,
  or team leader.
• Key Issue Managers are totally dependent on
  the work efforts of others.

12
The nature of managerial work

• Managers work long hours.
• Managers are busy people.
• Managers are often interrupted.
• Managerial work is fragmented and variable.
• Managers work mostly with other people.
• Managers spend a lot of time communicating.

13
The management process

• An effective manager is one whose organizational
  unit, group, or team consistently achieves its
  goals while its members remain capable,
  committed, and enthusiastic.
• Key results of effective management
• Task performance.
• Job satisfaction.

14
Managerial skills and competencies

• A skill is an ability to translate knowledge into
  action that results in a desired performance.
• Categories of skills.
• Technical.
• Human.
• Conceptual.

15
Basic Elements of Strategic Organizational
Behavior

• Organizational behavior
• The actions of individuals and groups in an
  organizational context.
• Managing organizational behavior
• Actions focused on acquiring, developing, and
  applying the knowledge and skills of people.
• Strategic Approach to OB
• An approach that involves organizing and managing
  the peoples knowledge and skills effectively to
  implement the organizations strategy and gain a
  competitive advantage.

16
Factors and Outcomes of Strategic Approach
Organizational Factors (culture, work
environments, adaptability
Organizational Success
Satisfaction of Individuals and Groups
Productivity of Individuals and Groups
Individual Factors (learning ability,
personality, values, motivation, stress)
Interpersonal Factors (leadership, communication,
decision-making skill, intra- and inter-group
dynamics, communication)
Adapted from Exhibit 1.1 Factors and Outcomes of
a Strategic Approach to Organizational Behavior
17
Human Capital and Competitive Advantage

• Human capital The sum of the skills, knowledge,
  and general attributes of the people in an
  organization
• Competitive advantage An advantage enjoyed by an
  organization that can perform some aspect of its
  work better than competitors or in a way that
  competitors cannot duplicate such that it offers
  products/services that are more valuable to
  customers

18
High-Involvement Managers

• High-involvement managers
• Identify situations in which responsibility can
  be delegated
• Manage through encouragement and commitment
  rather than fear and threats
• Respect and value each associates skills and
  knowledge
• Empower people in ways that are consistent with
  their uniqueness as individuals.
• Invest effort in building and maintaining trust

19
Strategic OB lensSenior managers
Organization Level
Activities
Required Skills

• Conceptualizing
• Communicating
• understanding the perspectives of others

• Talk with insiders and outsiders about
• Vision
• Strategy
• Other major issues

Senior Managers

• Help middle managers
• Define and redefine their roles
• Manage conflict

• Listening
• conflict management
• Negotiating
• Motivating

• Interpersonal influence

• Create and maintain the organizations culture

20
Strategic OB lensMiddle managers
Organization Level
Activities
Required Skills

• Networking
• Communicating
• Influencing

• Champion strategic ideas
• Help firm to remain adaptive

• Analysis
• Communication

• Process data and information for use by other
  individuals

Middle
Managers

• Communicating
• Motivating
• Understanding values
• Managing stress

• Deliver strategic initiatives to lower-level
  managers

21
Strategic OB lensLower-level managers
Organization Level
Activities
Required Skills

• Teaching
• Listening
• Understanding personalities
• Managing stress

• Coaching firms associates (workers)

• Negotiating
• Influencing others
• Counseling
• Understanding personalities

• Removing obstacles for associates
• Deal with personal problems of associates

Lower-level
Managers

• Negotiating
• Group dynamics

• Design jobs, teams structures and reward systems

22
(No Transcript)