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Plagiarism & Correct Referencing (2)

Write by using the tone of a third person asThe author feels that .. and not I feel

nor I say .

You can quote cases from IBM, Motorola(USA), Toyota and Honda (Japan) but should

include your views on what do you think

about their common strengths, weaknesses &

the commonality or differences ? and share

your thought on the yes of no (if any).

The importance of cross referencing.

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The correct way of writing

You can use:(a) Lim (2001) says .. or

(Lim, 2001).

(b) Friedman (2005) mentions that or .. (Friedman, 2005).

(c) Strategically, managers should think

global as the world has shrunk by theeffect of globalization (Lim, 2001;

Friedman, 2005) a common reference.

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Advice on the right format in your writing

To those of you are at the stage of preparing yourDirected Research / Research Project, my advice is:

(a) use as much as possible your own words.

(b) summarise your comparison & results by

sharing own views by using your own createdtable(s) or diagram(s).

(c) use cross referencing extensively in the last 3sections of Results, Summary and Conclusion.

(d) most importantly, ensure that your researchobjectives are clearly stated at the front and be metin the last section on conclusion.

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Case Studies and their use

What is Case Study ?Record of real life business experience with highlight on thepast issues which are valuable for managers to review & learnto enhance both problem solving & decision making skillsthrough classroom interaction.

Purpose of having cases ?

As important teaching tools in MBA, pioneered by HBS tohelp managers establish learning curve in a shortest possibletime.

How to analyze cases ?

Analyze Empathise Think clearly by making logicaldeductions Differentiate the various types of information Detect important missing information Identify ethicalissues.

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Common strategic approaches

Environmental scanning: PEST / SWOT analysis.

Generic strategies: Focus, Development (product/market); Differentiation (product/ price); Niche

marketing; Turnaround strategy or Status quo.

BCG matrix: problem child; dog; star; cash cow

in terms ofmarket share and market growth rate.

Porters 5 forces: Rivalry, Substitute of new products,

Substitute of new entrants, Bargaining power of suppliers/ customers.

Product life cycle: Introduction Growth Maturity

Decline.

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Organizational Behavior (OB)(Introduction 1) _______

Reference books:

Schermerhorn, JR (7th Ed). OB. New York: John Wiley.

Robbins, SP (9th Ed). OB. New Jersey: Prentice-hall.

Important web sites:

www.wiley.com/college/schermerhorn

www.prenhall.com/phbusiness

Assessments:Participation & classroom discussion, Assignments 1 & 2

25% each

Final (case) exam SWest AirlinesOrg Culture - 50%

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Organizational Behavior (OB)(Introduction 2) _______

All businesses require the following resources :-

(a) Financial (b) Information (c) Tools or Physical (d) Human.

Among the 4 resources, Human Resource is the key driver to

determine the competitiveness of modern companies.

Research conducted shows High Performing Org (HPO) are

highly dependent on (motivated) staff behavior.

This forms the (healthy) Corporate Culture in organizations.

The study of employee behavior is known as Organizational

Behavior (OB) or broadly named as Behavioral Science in

most foreign Universities.

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1) Organizational Behavior (OB)

What is OB ?- Study of the impact that individuals, groups &

structure have on behavior within organizations,

for the purpose of applying such knowledge towards

improving an organizations effectiveness.

What are the related areas to OB ?

-S

tudy of the environment; Managing individuals,groups, organizations, processes & culture in order

to expand the potential of individuals & the

organization for greater success.

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1.1) Studies related to OB

Sociology Study of people in relation to theirfellow human beings.

Psychology Science that seeks to measure,explain & change the behavior of humans &other animals.

Anthropology The study of societies to learn

about human beings and their activities.

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1.2) Organizational Behavior

Trends in the new workplace.

[The past & the present]

- Workforce diversity;

- Glass ceiling effect - hidden barrier limiting

women & minorities;

- Organizational learning - importance of

information & knowledge; Learning organization?

Research methods in OB: Field study, Statistics,

Lab. (simulation), Survey or case studies.

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2) Organizational Behavior

Contingency approach - meet the needs of differentmanagement situations. Intellectual Capital (IC) / Resources Human

Capital, Structural Capital, Customer Capital.

Resource inputs => Transformation process=> Product outputs.

Look at org structure & roles of managers.

Henry Fayol: Planning (choosing goals); Organizing

(create structures & work systems); Leading(inspiring staff); Controlling (performance & results).

Intellectual abilities capability to perform

mental activities.

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3) Roles of Managers 10 roles of effective managers:(a) Infor roles: handling infor by monitoring,

disseminating & communicating.

(b) Interpersonal role: interacting withothers as figurehead, leading & liaising.

(c) Use infor for making decision: as

an entrepreneur, disturbance handler,resource allocator, negotiator.

Skills: technical, human & conceptual.

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OB & Globalisation

Globalisation: involves growing worldwideinterdependence of resource suppliers, product

makers & Business competition.

Corporate Culture: learned & shared ways of thinking

& actions among employees in an organization. Dimensions of Culture: Language; Time Orientation

(Observe monochronic [handle 1 thing at a time] &

polychronic [handle many things concurrently]

culture in your workplace); Use of space; Religion. Hofstedes National Cultures: Power distance,

Uncertainty avoidance, Individualism-collectivism,

Quantity/quality of life, Short/long term orientation.

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Hofstedes National Cultures

By Geert Hofstede from Netherlands.

Who had covered 116,000 questionnaires

in 50 countries; 23 countries in Stage 2. On IBM companies in 50 countries.

Twice from 1968 to 1972 in Stage 1.

Resulting in 5 dimensions.

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e.g. UK, USA highest on individualism & short power distance.

Asian countries more collectivist & longer power distance.

Hong Kong - ranked highest on quality of life.China & HK have long-term orientation;

US & France are on the low side.

How cultures deal with relationships among people ?

(Trompenaars framework on cultural diversity)[Universalism - rules & consistency,

Particularism - relationships & flexibility;

Individualism - freedom & responsibility,

Collectivism - group interest & consensus.]

Temporariness organizations today are more on long periods

of ongoing change, interrupted occasionally

by short periods of stability.

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Multinational corporation : Global manager,

Multicultural workforces, Expatriate managers.

Cultural relativism - ethical behavior is deter-

mined by its cultural context.

Global organizational learning - ability to

gather from the world at large the knowledge

required for long-term organizational adaptation.

How does globalization affect people at work ?(communication; mutual understanding of each others culture;practising team work; to compromise; open-minded)

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Workforce Diversity (Chap 4) Increasing heterogeneity of org with inclusion groups

based on different gender, race & ethnicity, age &

able-bodiedness.

Ability (capacity to perform tasks), Aptitude

(capability to learn); Personality (overall profile orcharacteristics perceived by others).

- determined by Environment (cultural, social &

situational factors) & Heredity (physical

characteristics, gender). Attitudes (a) reflect how one feels about something.

(b) are evaluating statements concerning

people, objects & events.

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Personality

It is a dynamic concept describing the growth and

development of a persons whole psychological system

it looks at some aggregate whole that is greater than

the sum of the parts.

The environment we are exposed to plays a

substantial role in shaping our personalities.

e.g. The Japanese & Chineses characters of facing

problems.

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Developmental approaches - ways in whichpersonality develops across time.

Argyriss maturity-immaturity continuum:(passive/ dependence; limited behavior; shallow

interests; subordinate position; little self-awareness)

Personality traits - Big 5 personality (outgoing;cooperative; responsible; relaxed; broad-minded).

Social traits (surface level), Personal conceptual traits(personal thinking), Emotional adjustment traits

(Type A - keen to achieve & rapidly moving;

Type B - easy going & theres no sense of urgency).

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Employee Deviance

Production intentionally working slowly.

Property stealing, sabotage.

Political blaming co-workers.

Personal aggression verbal abuse.

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Values - Broad preferences concerning appropriate

courses of action or outcomes. (p 73)

- tend to be relatively stable & enduring.

Terminal values - Persons preferences on ends to be achieved.

Instrumental values -Persons beliefs about the means

for achieving desired ends. (p 73)

Allports 6 value categories - Theoretical, economic,

aesthetic (beauty/ form/ artistic harmony), social,

political, religious (unity). (p 74)

Maglinos values -Achievement, concern for others,

honesty, fairness. (p 74)

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Beliefs -----------> feelings -----------> Intended

& values (create) (influence) behavior

Why do you think its important to understand the 3

components of Attitudes (p 75) ?

What is workforce diversity, and why is it important

to manage it by a Global Manager ?

Ethical dilemma situation in which an individual isrequired to define right and wrong conduct.

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Perception & Attribution (Chap 5)

Perception - Process through which people receive,organize & interpret infor from their environment.

Factors influencing the perception process

[Stages of perceptional process: attention, organization,interpretation, retrieval]

Common Perceptual Distortions:

Halo effect (p 91) [one attribute of a person is used to generate overallimpression] ; Contrast effects (p 92); Attribution theory

(p 95) - understanding causes & assess the

responsibility for outcomes.

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Motivation & Reinforcement (Chap 6)

Motivation (p 103); Law ofEffect. (p 104)

Think of how to practise those extrinsic rewards

in your organization with no direct cost. (p 105)

Shaping: the meaning and the application. (p 106)

Tenure (term of service) is negatively related to

staff turnover & also the best predictor of turnover.

Reinforcement - continuous, intermediate, negative

reinforcement (discussion) (pp 107-109). The related

ethical issues (p 110).

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Motivation Theories (pp 111-121)

Maslows hierarchy of Neeeds (p 111):

Physiological, safety, social, esteem, self-actualization needs.

McGregors Theory X (employees wth negative thinking) &

Theory Y (motivated employees)

Herzberg 2 factor theory: hygiene (salary, peers, work condition)

& motivator (growth, work itself, recognition).

ERG theory (p 112): Existence (concerned wth the basics);

Relatedness (requires interpersonal relationships);Growth (intrinsic desire for personal development).

Ques: In your own words, briefly explain each of the above models. In what

way that each model can assist you in changing your organization to a HPO ?

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DifferentiateEquity, Expectancy & ReinforcementTheory :-

Equity Theory individuals compare their job inputs & outputs withthose of others & then respond so as to eliminate any inequities.

Expectancy Theory - employees are motivated by individual beliefs

regarding effort / performance relationships & work outcomes :-

(a) Individual effort : Effort-performance relationship.

(b) Individual performance : Performance-reward relationship.

(c) Organizational reward : Rewards-personal goals relationship.

Reinforcement Theory predicting factors inclusive of quality &

quantity of work, persistence of effort, absenteeism, tardiness &

accident rates. No insight to employee satisfaction nor decision to quit.

Facets of Job Satisfaction: work; quality of supervision;

relations with co-workers; opportunities for promotion; pay.

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Performance = f ( A x M x O )

where A : Ability

M : Motivation

O : Opportunity

PerformanceE

quation

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Norms acceptable standards of behavior within a group that are

shared by the groups members.

Conformity adjusting ones behavior to align with the norms of thegroup.

Social loafing the tendency for individuals to expand less effort

when working collectively than when working individually.

Cohesiveness degree to which group members are attracted to eachother and are motivated to stay in the group.

Synergy an action of 2 or more substances that results in an effect

that is different from the individual summation of the substances.

Groupthink phenomenon in which the norm for consensus overrides

the realistic appraisal of alternative courses of action.

Groupshift a change in decision risk between the groups decision &

the individual decision that members within the group would make.

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Stages of Group Development

Stage 1 Forming : characterized by much uncertainty.

Stage 2 Storming : characterized by intragroup conflict.

Stage 3 Norming : characterized by close relationships

& cohesiveness.

Stage 4 Performing : when the group is fully functional.

Stage 5 Adjourning : concern with wrapping up activities.

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Relationship between Group Cohesiveness,Performance Norms, and Productivity

High Cohesiveness & High Performance norms

=> High productivity

High Cohesiveness & Low Performance norms

=> Low productivity

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Effects of Group Processes

Potential group effectiveness+ Process gains

-Process losses

= Actual group effectiveness

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Group Problem Solving & Decision Making

Decision making style:

1) Personality of the manager.

2) Skill & ability of the manager.

3) Organizational climate.

4) Employee personality.

5) Group size and diversity.

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Managing Teams

[Assuming your org as an educational institution]

1) Content: Defining OB & the area of study.

2) Technology:E

xperiential learning; communicationand bonding process emerged.

3) Roles: Participants roles.

4) Climate:Values of openness & sharing.

5) Structure: Teams formed under supervision.

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Communication Process Model

Source => Encoding => Channel=> Decoding => Receiver

Jargon specialized terminology or technical language that

members of a group use to aid communication among

themselves.

Grapevine organizations informal communication network.

Cross-cultural communication to overcome cultural

barriers.

Electronic communications e-mail, cell phone, etc.

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Four Communications Networks:

a) Chain

b) Y

c) Wheel

d) Circle

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Chapter 11 Approaches to Leadership

(a) Leadership :

- plays a central part in understanding group behavior.

- provides the direction toward goal attainment.

- is valuable in improving group performance.

(b) John Kotler :- leadership is about coping with change.

(c) Leadership :

- as the ability to influence a group toward the achievement of

goals.(d) Strong leadership is needed for optimum effectiveness by

means of inspiring organizational members.

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Behavioral Theories for Leadership

Trait theory leadership is inborn.Behavioral theory leadership can be trained.

Ohio State Univ Study leadership high in expectation tends to achieve

high employee performance & satisfaction.

Univ of Michigan Study employee & production oriented.

Employee-oriented leaders are associated with higher group productivity.

Managerial Grid Blake & Mouton proposed styles of concern for people& concern for production.

Authority type low concern for people, high concern for production.

Lassiez-faire high concern for people, low concern for production.

Contingency theory Fiedler Model group performance depends on

good match between leaders style & situation. Leader-member exchange theory because of time pressures, leaders

establish a special relationship with a small group of their followers.

Path-goal Theory was proposed by Robert House: directive, supportive,

participative, achievement-oriented to followers.

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Leadership Roles

Providing team leadership

Mentoring

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Self-fulfilling Prophecy at Work

(A) Managerexpectations

Evaluation; Allocationattribution

(E) Work facilitation (B)Achievement Leadership

Performance

Self-evaluation; Influence

attribution

(D) (C)

Effort Subordinate

Motivation Self-expectations

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A Comparative Summary of Leadership and Management Features

Management:

Carrying out traditional management functions: Planning, budgeting,

Organizing, Staffing, Problem Solving, Control.

Assuming roles as required: Interpersonal roles of symbol figurehead,

liaison with key people, supervisor of employees; Informational roles of

information monitor, information disseminator, and spokesperson;

Decision-making roles of innovator within the unit, disturbance handler,

resource allocator, and negotiator.

Leadership:

Challenging the status quo. Developing vision and setting direction.

Developing strategies for producing changes towards the new vision.

Communicating the new direction and getting people involved.

Motivating and inspiring others.

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Factors affecting Group Development & Performance:

Context - External environment; Organizational characteristics; Org Culture.

Purpose - Goals and objectives; Task and Project characteristics.

Composition and Diversity- Members attributes; Demographic

characteristics; Members needs.

Structure - Group size; Norms; Role differentiation; Subgrouping; Group

technology.

Processes - Formation process; Decision making; Problem solving;

Communication; Boundary management; Socialization process.

Leadership - Task oriented; Emotional & social; Maintenance; Multiple

leaders.

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Chapter 13 Power and Politics Power capacity that A has to influence the behavior of B, so that B acts

in accordance with As wishes. It may exist but not be used.

Leadership & Power Leadership requires congruence between thegoals of the leader and those being led.

Power is merely dependence. Leadership focuses on

(a) downward influence on ones followers; (b) style. Power encompassesa broader area with focus on tactics.

Bases of Power formal power, reward power (comply due to positive),legitimate power (position of authority), information power.

Power tactics ways power holders get what they want, assertiveness,

power in group.

Factors contributing to Political Behavior individual factors,organizational factors, zero-sum approach.

When employees see top management successfully engaging in politicalbehavior, a climate is created that supports politicking.

- Perceptions of organizational politics are negatively related to jobsatisfaction. benefits

- Org politics will lead to anxiety or stress which when it gets too much,employees will quit.

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Chapter 14 Conflict & Negotiation

Conflict a process that begins when one party perceives

that another party has negatively affected something that the

first party cares about.

Human relations view conflict is a natural occurrence in all

groups, organizations which is inevitable. The Conflict Process Potential opposition; Cognition (formal

the process of knowing something) & Personalization;

Intentions; Behavior; Outcomes; Negotiation;

Bargaining Strategies. Negotiation process Preparation & planning, Definition of

ground rules, Clarification & justification, Bargaining &

problem solving, Closure & implementation.

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Issues in Negotiation

Gender differences in negotiations.

Cultural differences in negotiations.

Third-party negotiations.

Exercises for group discussion :

Page 315 Unethical to Lie.Page 316 Working at ThinkLink

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Chapter 15 Work Design & Technology

Motivating Potential Score (MPS), a predictive indexsuggesting the motivating potential in a job

= [ skill variety + Task identity + Task significance ] / 3

X Autonomy X Feedback

Autonomy the degree to which the job provides substantialfreedom & discretion in scheduling the work & indetermining the procedures to be used in carrying it out.

Feedback the degree to which carrying out the workactivities required by a job results in the individual obtainingdirect & clear information about the effectiveness of his orher performance.

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The PDCA Cycle

Plan-Do-Check-Act (PDCA) is a summaryfor never ending improvement.

Management plans a change, does it, checks

the results and, depending on the outcome,acts to standardize the change or begin the

cycle of improvement again with new

information. This cycle treats all organizational processes

as being in a constant state of improvement.

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Work Redesign Options

Job Rotation.

Job Enlargement.

Job Enrichment.

Compressed workweek. Flextime.

Job Sharing.

Telecommuting.Discussion : Technology is changing

Peoples jobs & their work behavior.

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Chapter 16 HR Policies & Practices

Job Analysis.

Job Description a written statement of what a

jobholder does, how it is done, and why it is done.

Job Specification states the min acceptablequalifications that an employee must possess to

perform a given job successfully.

Types of Training interpersonal, problem

solving skills, etc.

360-Degree Evaluations

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Chapter 17 Organizational Culture

Dominant culture - core values. Subcultures mini-cultures in a department.

Culture is the social glue that helps hold the

organization together. Culture as a liability or barriers to change,

diversity.

Org Cultures Form Philosophy of founder selection criteria top mgt / socialization

Org culture.

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How Org Culture impacts Performance

Objective factors (innovation & risk taking,

outcome/ people/ team orientation,

aggressiveness, stability) => Org culture

Strength (high) Performance or,

=> Strength (low) => Satisfaction.

Exercise: text page No. 530 Org Culture cant be

changed. Tips: only crisis can bring about the changes.

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Chapter 18 Change & Stress Mgmt

Forces for change workforce, technology,

economic shocks, competition, social trends,

world politics.

Change agents persons who act as catalysts& assume the responsibility for managingchange activities.

Resistance to Change habit, security, econfactors, fear of unknown, selective

information processing.

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How to overcome resistance to change?

Education & Communication.

Participation.

Facilitation & Support. Negotiation.

Manipulation.

Coercion application of direct threats orforce upon resisters.

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Lewins Three-step Change Model

Unfreezing => Movement => Refreezing

Org Development a collection of planned changeinterventions, built on humanistic-democratic values,that seeks to improve organizational effectiveness

& employee well-being.

Inverted-U Relationship between Stress & JobPerformance

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Learning Organization

With shared vision on which everyone agrees.

People discard old ways of thinking & doing theirjobs.

Members think of all organizational processes,interaction with environment as part of a system

of inter-relationships.

People openly communicate with each other.

People sublimate personal interest & fragmented

departmental interests to work together to achieve

the organizations shared vision.

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SW the worlds most

successful airline Has been profitable every year for 31 years an unsurpassed

record in the highly turbulent, frequently unprofitable, airlineindustry.

During the same time, most competitors have struggled toachieve even three or four years of consecutive profitability.

Market value of USD 9 billion in year 2002.

Provided a low cost service like TOYOTAs lean practicesby utilizing its resources efficiently, while providing recordlevels of reliable service.

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Reviewing the case on Southwest Airlines OB

Issue: after the 911 tragedy, SW chose to retain staffs while othercompetitors layoff staff force to ensure survival.

Leadership of Kelleher: How did he shape the culture of SW ?

Is there any correlation between Leadership and Culture ?Why do you think so ?

What are the KSF (Key Success Factors) of SW ?

What are the other subculture of SW & the influencing factors ?

Their Implication for OB in Southwest Airlines ?

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Proposed format for OB Assignment 1

1. Introduction2. Key Shifts in the Business Environment

3. Past and Current Trends

4. The Environmental Changes and their Effects

5. Positive and Negative Impacts (A summary)6. Implications

7. Summary of Changes of the key concepts of

Organizational Behavior

7.1 Globalization 7.2 Workforce Diversity7.3 High PerformanceOrganization

8. Conclusion

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Case: Leading with Taste - StepStone

1)The position of Jane and Piet (1999-2001-2008) respectively.

2) What type of business is StepStone in ?3) Why was Piet given the coveted leadership award ?

What are the magic touch that Piet has practised to improve the

culture of quality in StepStone ?

4) What are the challenges faced and yet handed well by Piet ?

What has he done to improve StepStone from 2002 onwards ?

5) Why do you think it is essential for employees to work as a

team and be the team players in StepStone?

6) Comment the leadership style of Piet.

7) Why was Jane kept feeling that something was not right in

StepStone from the beginning until the end of the interview?

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