Organizational Behavior

People Centered & Ethical

Chapter 1
BUSA 220 - Wallace

Whats 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
1820s - Railroad
1900s Assembly
Lines (Ford)
1930s Human Relations
Mayo & Follett;
Barnard.
1940s - Deming
1950s Hawthorne
Legacy

1960s McGregor (X&Y)

1980s Total Quality
Management
1980s Six Sigma
1990s 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 arent managing their employees careers;
knowledge workers must, effectively, be their own chief
executive officers. Its 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, youll need to cultivate a deep
understanding of yourselfnot 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)