Bài giảng Organizational behavior - Chapter 1: Needed: People-Centered Managers and Workplaces

Needed: People-Centered Managers and WorkplacesChapter OneAfter 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).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.The Field of Organizational BehaviorOrganizational BehaviorInterdisciplinary field dedicated to better understanding and managing people at workMcGregor’s Theory X and Theory YTable 1-1The Contingency Approach to ManagementContingency Approach Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way”The Strategic Importance and Dimensions of Human and Social CapitalFigure 1-1Ways of Building Your Human and Social CapitalTable 1-2Luthans’s CHOSE ModelOf Key POB DimensionsTable 1-3E-Business and Implications for OB and Managing PeopleE-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 distancesA Model of Global Corporate SocialResponsibility and EthicsCorporate 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.Intense Pressure for Results Starts EarlyMost 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.How to Improve the Organization’sEthical ClimateBehave ethically yourselfScreen potential employeesDevelop a meaning full code of ethicsProvide ethics trainingReinforce ethical trainingCreate positions, units, and other structural mechanisms to deal with ethicsFive Sources of OB Research InsightsA Topical Model for What Lies Ahead