Download LO1.1 - McGraw Hill Higher Education

Needed: PeopleCentered
Managers and
Workplaces
Chapter One
McGraw-Hill/Irwin
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
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).
1-2
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.
1-3
The Field of Organizational Behavior
Organizational
Behavior
 Interdisciplinary field
dedicated to better
understanding and
managing people at
work
1-4
McGregor’s Theory X and Theory Y
Table 1-1
1-5
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”
1-6
The Strategic Importance and Dimensions of
Human and Social Capital
Figure 1-1
1-7
Ways of Building Your Human and
Social Capital
Table 1-2
1-8
Luthans’s CHOSE Model
Of Key POB Dimensions
Table 1-3
1-9
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
1-10
A Model of Global Corporate Social
Responsibility 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.
1-11
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.
1-12
How to Improve the Organization’s
Ethical 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
1-13
Five Sources of OB Research Insights
Metaanalyses
Field
studies
Sample
surveys
Laboratory
studies
Case
studies
1-14
A Topical Model for What Lies
Ahead
1-15