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Organization
Collection of individuals in a coordinated system performing specialized activities in order to achieve certain goals over an extended period of time
Functional areas in a business
Marketing, Finance, Operations, Human Resources
Organizational Behavior
Actions of individuals and groups in an organizational context
Human Capital
Skills, knowledge, values, beliefs, and attitudes of the people in the organization
3 Aspects of Competitive Advantage
Value, Rareness, and Difficulty to imitate
What does it mean to have value (competitive advantage)?
Individuals are capable of producing work that supports an organization’s strategy for competing in the marketplace
What does it mean to be rare (competitive advantage)?
Being unique in the industry and having different skills, knowledge, and attitudes
What does it mean to be difficult to imitate (competitive advantage)?
Self-explanatory
Personality
Relatively enduring, major determinant of one’s behavior, influential towards one’s behavior across a wide variety of situations
What are the Big 5 Personality Traits ECAEO
Extraversion, Conscientiousness, Agreeableness, Emotional Stability, Openness to Experience
Attitude
Reasonably stable, directed at an object person or idea
How are attitudes formed?
They are part of the learning process, through self-perception, and the need for consistency
Important Workplace Attitudes
Job satisfaction (work attitude) and organizational commitment (organizational attitude)
4 Questions to ask for Strategy
Where are we and Who are we?
Wher do we want to go and How do we get there?
The Role of Managers PLOSC
Planning, Leading, Organizing, Staffing, Controlling
Strategic HR Management
Formulating and implementing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims
Types of Authority
Line, Staff, Functional, and Procedural
Line Authority
Right to issue orders (e.g boss to subordinate)
Staff Authority
Right to provide advice (to anyone)
Functional Authority
Right to do a specific job that may cross over to other departments; can be project specific
Procedural Authority
Power to do a task as part of a larger process
Shared Services Arrangements
Centralizes transactional HR tasks
Corporate HR Teams
Assist top management on high-level issues; develop aspects of organization’s workforce to align with company’s long-term strategic plan
Embedded HR Teams
Assists other departments with HR concerns
Centers of Expertise
HR consulting firms within a company
Strategy Mapping
See how goals relate to one another
Competences
Applications of knowledge, skills, or attitudes in order to support organizational strategies; drives competitive advantage
Competency-Based HR Management
Integrates HR policies and procedures with Business Planning
HR Functions OTTPTECG
Organizational Design, Talent Acquisition, Talent Development, Performance Management, Total Rewards, Employee Engagement, Change Management, Global HR Management
Organizational Design
How teams and departments are arranged and organized
Talent Acquisition
Recruitment, and its planning, advertising, and choosing
Talent Development
Training and learning competences
Performance Management
Appraising performance to improve how employees support the overall objectives of the company
Total Rewards
Compensation and benefits; motivates employees
Employee Engagement
Relation between individual and organization
Work culture, worker and industrial relations, disciplinary actions, labor laws
Change Management
Supporting and preparing employees to adapt to any change
Global HR Management
Adapt to globalization and implications on talent
Optimal vs. Satisficing Decision
OPTIMAL
Best choice (maximize objectives, complete knowledge, know outcome)
SATISFICING
Satisfactory choice (satisfies objectives, incomplete knowledge, probable outcomes)
Reactive vs. Proactive Decisions
REACTIVE
Quickly made, response to immediate concerns, under pressure
PROACTIVE
Anticipate events and concerns, minimize negative and maximize positive outcomes
Intuitive vs. Systematic Decisions
INTUITIVE
Instinctive
SYSTEMATIC
Rational and organized approach
Decision-Making Process
Define the Problem
Identify criteria
Gather and evaluate data
List and evaluate alternatives
Select best alternative
Implement and follow up
Feedback
Heuristics
Mental short cuts
Quick decisions
Availability Heuristic
What you remember the most
e.g. After seeing news reports on airplane crashes, a person overestimates the danger of flying, even though it’s statistically safer than driving
Anchoring and Adjustment Heuristic
Getting stuck with a benchmark
e.g A person sees a shirt priced at $200 marked down to $100 and believes it’s a great deal, anchoring on the original price even if $100 is still expensive
Representative Heuristic
1 person as a representative of everyone
Simulation Heuristic
Anticipating what will happen in a situation based on previous experience
e.g After missing a flight by five minutes, a person feels worse than if they had missed it by an hour, because it’s easier to imagine scenarios where they could have made it
Illusion of Control Heuristic
Overestimate ability to control events and downplay other circumstances / external effects
e.g. Gambler believes they can influence the outcome of a dice
Affect-As-Information (AIM) Heuristic
People use their emotions to make judgments
Gut reactions influence decisions
Scarcity Heuristic
Rare = desirable
Similarity Heuristic
Treat people similar to us better
e.g Patient assumes new medicine will work well because the name sounds familiar to a known effective drug
Biases
Result of misapplied heuristics
How does HR facilitate change?
HR drives organizational change by guiding individuals through it
VUCA World
Volatile, Uncertain, Complex, and Ambiguous
The Yellow World
Business Fragmentation and Collectivism
Humans come first
Society looks for fairness distribution of wealth and resources
Flexibility, autonomy, fulfillment, and ethics
Doing good for the common good
Emergence of guilds that support independent workers
The Red World
Business Fragmentation and Individualism
Innovation rules
Innovation is too fast for regulation
Speed is success for organizations
Employees need high specialization
Green World
Corporate Integration and Collectivism
Companies care
Corporate social responsibility and sustainability are necessary to succeed
Organizations treat people fairly, care for scarce resources of the planet
Trust in companies is key
Blue World
Corporate Integration and Individualism
Corporations rule
Large companies dominate but workforces are lean
Extremely talented employees
High demand for performance
Data continuously collected
What are the Internal Pressures for Change (3)?
Aspiration-Performance Discrepancies
Business Life-Cycle
Changes to Top Management / Leadership
Aspiration-Performancee Discrepancies (under Internal Pressures for Change)
Gaps between what one wants to achieve, and what it is achieving
Most fundamental pressure
Life-Cycle Forces (under Internal Pressures for Change) - Integrative Life Cycle Model
Entrepreneurial stage
Low on manpower + need capital + focus on innovation
Focus on product / service ideas
Collectivity stage
Need for additional people
Low on manpower + low payscale
Formalization and control stage
More people = need formalization + stricter division of labor + increase in professionalism + focus on efficiency
Elaboration stage
Focus on efficiency and innovation
Organizational Inertia
If it worked in the past, organizations would continue the same behavior
Changes in Leadership / Top Management (under Internal Pressures for Change)
New leaders can break organizational inertia
External Pressures for Organizational Change
Technological Changes
Socio-Political Changes
Managing Ethical Behavior
Increased Competition
Globalization
Incremental vs. Radical Changes
Incremental : little changes that may not necessarily affect core identity
Radical : major changes that affect processes; may affect core identity
Socio-Political Changes
Demographic and Social values
Political factors
Red Queen Hypothesis
We are all running a race; even competitors are
Process of Planned Change or the Unfreeze-Move/Transform-Freeze (Kurt Lewin model)
Unfreezing
Provide rationale for change
Provide sense of safety with change
Guilt / anxiety about not changing
Moving / Transforming
Provide info supporting change
Bring about shifts in behavior
Refreezing
Implement new evaluation systems
Implement new hiring and promotion systems
Must meet altered demands
Journey Through Change w/ the Endings-Neutral Zone-New Beginnings (William Bridges model)
Endings
Surprise, alarm, shock, disbelief
Need to change
Neutral Zone
Confusion, frustration, ambiguity
Preparing the organization
New Beginning
Facilitating Efficiency
Acknowledgement of reality
Considerations in Leading Change (3)
Pace, sequence, and equilibrium of change
Pace of Change
The faster the change, the harder the resistance
Affected by the nature and type, as well as the context of change
Sequence and timing of change
Change is influenced by a sequence of events
Theory E
Process-driven
Maximize shareholder value
Top-down management
Emphasize structure and systems
Plan and establish programs
Financial incentives
Analyze problems and shape. solutions
Theory O
People-driven
Develop organizational capabilities
Bottom-up participation
Build coprorate culture
Experiment and evolve
Motivate through commitment
Support management in shaping their own solutions