Needed: People-Centered Managers and Workplaces
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Transcript of Needed: People-Centered Managers and Workplaces
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Needed: People-Centered
Managers and Workplaces
Chapter One
1-2
After reading the material in this chapter, you should be able to:
LO1.1 Contrast McGregor’s Theory X and
Theory Y assumptions about employees.
LO1.2 Contrast human and social capital and
describe three ways you can develop each.
LO1.3 Explain the impact of the positive
psychology movement on the field of
organizational behavior (OB).
1-3
After reading the material in this chapter, you should be able to:
LO1.4 Define the term e-business, and explain
its implications for organizational behavior
and managing people.
LO1.5 Describe the four levels of corporate
social responsibility.
LO1.6 Explain at least three ways to improve an
organization’s ethical climate.
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The Field of Organizational Behavior
Organizational Behavior Interdisciplinary field
dedicated to better understanding and managing people at work
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McGregor’s Theory X and Theory YTable 1-1
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The Contingency Approach to Management
Contingency Approach Using management concepts and techniques in
a situationally appropriate manner, instead of trying to rely on “one best way”
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The Strategic Importance and Dimensions of Human and Social Capital
Figure 1-1
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Ways of Building Your Human and Social Capital
Table 1-2
1-9
Luthans’s CHOSE ModelOf Key POB Dimensions
Table 1-3
1-10
E-Business and Implications for OB and Managing People
E-business using information communication technologies
to facilitate every aspect of running a business Employers are able to access markets for their products and services much more easily and efficiently and over greater distances
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A Model of Global Corporate SocialResponsibility and Ethics
Corporate social responsibility (CSR) means that corporations have obligations beyond
shareholders and beyond the bounds of law or contract.
challenges businesses to go above and beyond just making a profit to serve the interests and needs of “stakeholders,” including past and present employees, customers, suppliers, and the countries and communities in which the facilities are located.
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Intense Pressure for Results Starts Early
Most common is an individual’s own desire to “look good” for their bosses, which has been identified as a cause of unethical behavior in lower- and mid-level employees and managers.
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How to Improve the Organization’sEthical Climate
Behave ethically yourself
Screen potential employees
Develop a meaning full code of ethics
Provide ethics training
Reinforce ethical training
Create positions, units, and other structural mechanisms to deal with ethics
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Five Sources of OB Research Insights
1-15
A Topical Model for What Lies Ahead