Organizational Behavior 1

1. Organizational Behavior 1 Prof. Luo, Fan Management School, Wuhan University of Technology Email: sailluof@126.com

2. Introduction of the Teacher 1 Education 2 Positions 3 Research fields 4 Honors and Prizes 5 Projects Management School, Wuhan University of Technology

3. Introduction of the Teacher Education • Ph.D.， Wuhan University of Technology • Master, Wuhan University of Technology • Bachelor, Beijing University of Aeronautics and Astronautics Management School, Wuhan University of Technology

4. Introduction of the Teacher Positions • Professor • Associate Chair, Department of Human Resource Management • Director, Research Center of Early Warning Management Management School, Wuhan University of Technology

5. Introduction of the Teacher Research fields • Human Resource Development and Management • Organizational Behavior and Change Management • Risk and Crisis Management Management School, Wuhan University of Technology

6. About the textbook Stephen P. Robbins Organizational Behavior (14th Edition) Tsinghua University Press, 2012 Management School, Wuhan University of Technology

7. Teaching Methods 1 Lecture 2. Group Discussion 3. Team Exercise 4 Presentation Management School, Wuhan University of Technology

8. Role Playing

9. Methods of Assessment 20% 30% 10% 40% Attendance & Presentation Team work -Group discussion -case analysis -role playing Case Homework (Textbook) Individual Paper-case study in your country Management School, Wuhan University of Technology

10. 1. What is OB? • (1) What Managers Do ? • (2) Enter Organizational Behavior • (3) Contributing Disciplines to OB • (4) Challenges and Opportunities for OB • (5) Developing an OB Model Management School, Wuhan University of Technology

11. Teaching Plan • Objects Help the students understanding the teaching objects, contents, methods and requirements, so as to enter Organizational Behavior. • Teaching Emphases Definitions of Organizational Behavior; Challenges and Opportunities for OB • Learning difficulty Managerial Roles; Developing an OB Model • Methods Lecture; Case Discussion

12. 1. What is OB? (1) What Managers Do ? Management School, Wuhan University of Technology

13. What Managers Do ? Case: The captain and boat Management School, Wuhan University of Technology

14. What Managers Do ? Questions: • How would the boatswain do? Why? • What was the captain’s role? • What was the boatswain’s role? • What were their objects? • Were they the successful leaders? • How should the captain do? • How should the boatswain do? Management School, Wuhan University of Technology

15. Management Functions Organizing Planning Management Functions Controlling Leading Management School, Wuhan University of Technology

16. Management Roles Henry Mintzberg’s Managerial Roles ： • Interpersonal Roles: Figurehead, Leader, Liaison • Informational Roles: Monitor, Disseminator, Spokesperson • Decisional Roles: Entrepreneur, Disturbance handler, Resource allocator, Negotiator Management School, Wuhan University of Technology

17. Management Skills • Technical skills 技术技能 • Human skills 人际技能 • Conceptual skills 概念技能 Management School, Wuhan University of Technology

18. Managerial Activities Successful managers Effective managers Social Relations Traditional M Social Relations 11% 13% 19% 48% 26% 28% Social Relations HRM Communication 44% 11% Communication HRM

19. (2) Enter OB • OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness. • OB is the study of what people do in an organization and how that behavior affects the performance of the organization. Management School, Wuhan University of Technology

20. Goals of OB Description - Explanation Prediction Control Management School, Wuhan University of Technology www.themegallery.com

21. (3) Contributing Disciplines to OB • Psychology • Sociology • Social Psychology • Anthropology • Political Science Management School, Wuhan University of Technology

22. Behavioral Science Contribution Unit of Analysis Output Toward an OB Discipline Learning Motivation Personality Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Job design Work stress Psychology Individual Group dynamics Communication Power Conflict Sociology Study of Organizational Behavior Formal organization theory Bureaucracy Organization technology Organizational change Group Social Psychology Behavioral change Communication Group decision making Organizational System Cross-cultural analysis Anthropology Organizational culture Organizational environment Political Science Conflict Intra-organizational politics Power

23. (4) Challenges & Opportunities for OB • Improving Quality and Productivity • Improving People • Responding to Globalization • Managing Workforce Diversity • Empowering People Management School, Wuhan University of Technology

24. Challenges & Opportunities for OB • Stimulating Innovation and Change • Helping Employees Balance Work/Life Conflicts • Declining Employees Loyalty • Improving Ethical Behavior Management School, Wuhan University of Technology

25. Employer- Employee Globalization Power of Human Resources Cultural Diversity Globalization New Psychological Contract Rapid Change Management School, Wuhan University of Technology

26. Diversity • Women entering the workforce • People of color in the workforce • The aging workforce Management School, Wuhan University of Technology

27. Diversity • Dimensions Of Diversity ----Primary dimension diversity Age, Gender, Race, Sexual orientation ----Secondary dimension diversity First language, Education, Family status, Geographic location, Income, Religion, The host of individual difference that make people different from and similar to each other Management School, Wuhan University of Technology

28. Text Text Text (5) Developing an OB Model Basic OB Model Organization systems level Groups level Individual level Management School, Wuhan University of Technology

29. Two Basic Questions How? members Organization How? Organization members Management School, Wuhan University of Technology

30. Primary variables • Individual-level variables • Group-level variables • Organization-level variables The independent The dependent variables variables • Productivity • Turnover • Absenteeism • Job satisfaction Management School, Wuhan University of Technology

31. The Individual Level in the OB Model Biographical Characteristics Productivity Perception Personality Absence Individual decision making Motivation Values and Attitudes Turnover Learning Satisfaction Ability Management School, Wuhan University of Technology

32. The Group Level in the OB Model Group decision making Leadership Productivity Absence Group Communication Turnover Inter- group relations Other Groups Satisfaction Conflict Power and Politics Management School, Wuhan University of Technology

33. The Organizational System Level Human Resource Policies and Practices Productivity Work Stress Absence Turnover Organization Structure and Design Organizational Culture Satisfaction Management School, Wuhan University of Technology

34. Questions for Critical Thinking • Millions of workers have lost their jobs because of downsizing. At the same time, many organizations are complaining that they cannot find qualified people to fill vacancies. • Question: • How do you explain this apparent contradiction? Management School, Wuhan University of Technology

35. Team Exercise (P32-33) • Work Diversity • Purpose • To learn about the different needs of a diverse workforce. • Time Required • Approximately 40 minutes. • Participants and Roles • Divide the class into six groups of approximately equal size. Assign each group one of the following roles.

36. The Roles • Nancyis 28 years old. The divorced mother of three children ages 3, 5, and 7, she is the department head. She earns $40,000 per year at her job and receives another $3,600 per year in child support from her ex-husband. • Ethel is a 72-year-old widow. She works 25 hours per week at an hourly wage of $8.50 to supplement her $8,000 annual pension and earns a total of $19,000 per year.

37. John is a 34-year-old born in Trinidad who is now a U.S. resident. He is married and the father of two small children. John attends college at night and is within a year of earning his bachelor’s degree. His salary is $27,000 per year. His wife is an attorney and earns approximately $50,000 per year. • Luis 26 years old and single with a master’s degree in education. He is paralyzed and confined to a wheelchair as a result of an auto accident. He earns $32,000 per year.

38. Maria is a single, 22-year-old woman born and raised in Mexico. She came to the United States only 3 months ago, and her English needs considerable improvement. She earns $20,000 per year. • Mikeis a 16-year-old high school sophomore who works 15 hours per week after school and during vacations. He earns $7.20 per hour, or approximately $5,600 per year. • The members of each group are to assume the character consistent with their assigned role.

39. Background • The six participants work for a company that has recently installed a flexible benefits program. • Instead of the traditional “one benefit package fits all,” the company is allocating an additional 25 percent of each employee’s annual pay to be used for discretionary benefits.

40. Those benefits and their annual cost • Supplementary health care for employee: Plan A (no deductible and pays 90 percent)=$3,000 Plan B ($200 deductible and pays 80 percent) =$2,000 Plan C ($1,000 deductible and pays 70 percent) = $500 • Supplementary health care for dependents (same deductibles and percentages as above): Plan A = $2,000 Plan B = $1,500 Plan C = $500

41. Supplementary dental plan = $500 • Source: Life insurance: Plan A ($25,000 coverage) = $500 Plan B ($50,000 coverage) = $1,000 Plan C ($100,000 coverage) = $2,000 Plan D ($250,000 coverage) = $3,000 • Mental health plan = $500 • Prepaid legal assistance = $300 • Vacation = 2 percent of annual pay for each week, up to 6 weeks a year

42. Pension at retirement equal to approximately 50 percent of final annual earnings = $1,500 • 4-day workweek during the 3 summer months (available only to full-time employees) = 4 percent of annual pay • Day care services (after company contribution) = $2,000 for all of an employee’s children, regardless of number • Company-provided transportation to and from work = $750 • College tuition reimbursement = $1,000 • Language class tuition reimbursement = $500

43. The Task 1. Each group has 15 minutes to develop a flexible benefits package that consumes 25% of their character’s pay. 2.Each group appoints a spokesperson who describes to the entire class the benefits package. 3. Discusses the results. • Questions: • How did the needs, concerns, and problems of each participant influence the group’s decision? • What do the results suggest for trying to motivate a diverse workforce? Management School, Wuhan University of Technology

44. Thank You ! Wuhan University of Technology Email: sailluof@126.com