文档介绍：Chapter anizational BehaviorDeveloping People-
Chapter One
Organizational Behavior:
Developing People-Centered
Organizations and Skills
Chapter One Outline
The Manager’s Job: Getting Things Done Through Others - What Do Managers Do? A Skills Profile - The New Employment Contract: A Cautionary Tale - 21st-Century Managers
The Field anizational Behavior: Past and Present - The Human Relations Movement - The Total Quality Management Movement - The Contingency Approach
Learning About OB from Theory, Research, and Practice - Learning from Theory - Learning from Research - Learning from Practice
A Topical Model for Understanding and Managing OB
1-1
Pfeffer’s 7 People-Centered Practices
Job security (to eliminate fear of layoffs).
Careful hiring (emphasizing a good fit with pany culture).
Power to the people (via decentralization and self-managed teams).
Generous pay for performance.
Lots of training.
Less emphasis on status (to build a “we” feeling).
Trust building (through the sharing of critical information).
1-2
Strategic Results: The 4-P Cycle of Continuous Improvement
1-3
Figure 1-1
People
(Skilled, motivated
people who can handle
change. Less stress.)
Products
(Satisfied customers
because of better
quality goods/services.)
Processes
(Faster, more flexible,
leaner, and anizational
processes. Organizational learning.)
Productivity
(Less wasteful, more
efficient use of all
resources.)
Skills Exhibited by an
Effective Manager
1. Clarifies goals and objectives for everyone involved
2. Encourages participation, munication, and suggestions
3. Plans anizes for an orderly work flow
4. Has technical and administrative expertise to anization-related questions
5. Facilitates work through team building, training, coaching and support
6. Provides feedback honestly and constructively
1-4a
Table 1-1
Skills Exhibited by an
Effective Manager (continued)
7. Keeps things moving by relying on schedules, deadlines, and helpful re