Managers Get Results with & Through Others

MANAGERS GET RESULTS WITH & THROUGH OTHERS

Formally defined, management – process of working with & through others to achieve organization objectives in an efficient and ethical manner

From OB standpoint, key: "working with & through others"

Challenge is "excellence in execution" – getting their people to do a great job of carrying out their strategies

Nowadays, effective managers are team players empowered by the willing and active support of others who are driven by conflicting self-interests

It is the manager who determines whether our social institutions serve us well or whether they squander our talents & resources

Skills Profile for Managers

Day needs to be fragmented into brief episodes

Wilson developed profile that focuses on 11 observable categories of managerial behavior

Did so by not only asking managers but also co-workers

THE FIELD OF ORGANIZATION BEHAVIOR: PAST & PRESENT

Organization behavior – interdisciplinary field dedicated to better understanding and managing people at work; both research & application oriented

Three basic levels of analysis: individual, group, & organizational

OB is a horizontal discipline that cuts across virtually every job category, business function, and professional specialty

Helpful to take historical perspective to understand where OB is today and where it's headed

The Human Relations Movement

The Hawthorne Legacy

Interviews decades later with subjects of Hawthorne studies do not support initial conclusions about the positive effect of supportive supervision (i.e. money, fear of unemployment, discipline, etc turned out to be responsible for high output in assembly test room experiments)

However, Human Relations Movement in 1950s claimed individual needs, supportive supervision, and group dynamics drove job performance

The Writings of Mayo & Follete

The Human Problems of an Industrial Civilization ? Mayo (headed Harvard researchers at Hawthorne) wrote about importance of attending to employee's emotions

Follett saw employees as complex bundles of attitudes, beliefs, needs; advised managers to "pull" through motivating rather than "push" through demanding; built bridge between political democracy and cooperative spirits in workplace

McGregor's Theory Y

The