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A Strategic Approach Behavior: To Organizational

This document provides an overview of organizational behavior and the strategic approach to managing it. It defines key terms like organization and human capital. It explains that human capital can provide competitive advantage if its skills are valuable, rare, and difficult to imitate. It also discusses positive organizational behavior and high-involvement management, which involves selective hiring, extensive training, decision power for employees, information sharing, and incentive compensation. Effective management is key to high-involvement approaches and leveraging human capital for competitive gains.

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SHAINA
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55 views

A Strategic Approach Behavior: To Organizational

This document provides an overview of organizational behavior and the strategic approach to managing it. It defines key terms like organization and human capital. It explains that human capital can provide competitive advantage if its skills are valuable, rare, and difficult to imitate. It also discusses positive organizational behavior and high-involvement management, which involves selective hiring, extensive training, decision power for employees, information sharing, and incentive compensation. Effective management is key to high-involvement approaches and leveraging human capital for competitive gains.

Uploaded by

SHAINA
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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a strategic approach

to organizational
behavior
K NOWLEDGE

? 
O BJECTIVES

Define organizational behavior and explain the strategic


approach to OB.

 Provide a formal definition of organization.

 Describe the nature of human capital.

 Discuss the conditions under which human capital is a


source of competitive advantage for an organization.

 Describe positive organizational behavior and explain how it


can contribute to associates’ productivity.

 Explain the five characteristics of high-involvement


management and the importance of this approach to
management.
O RGANIZATIONAL B EHAVIOR
M ANAGING
O RGANIZATIONAL B EHAVIOR

 Actions focused on ;
 acquiring

 developing

 applying

knowledge and skills of people.


S TRATEGIC OB A PPROACH

 Organizing and managing people’s knowledge


and skills to;
 implement strategy

 gain competitive advantage


S TRATEGIC A PPROACH
Organizational
Factors

Organizational
Success

Productivity of Satisfaction of
Individuals and Individuals and
Groups Groups

Individual Factors Interpersonal Factors

Adapted from Exhibit 1-1: Factors and Outcomes of a Strategic Approach to Organizational Behavior
S ENIOR M ANAGERS

Activities Skills
• Discuss – vision, strategy, • Conceptualizing
and other major issues • Communicating
• Understanding the
perspectives of others

• Help middle managers • Listening


define or redefine roles and • Conflict management
manage conflict • Negotiating
• Motivating

• Create and maintain the • Interpersonal influence


organization’s culture
M IDDLE M ANAGERS

Activities Skills
• Champion strategic ideas • Networking
and help firm to remain • Communicating
adaptive • Influencing

• Process data and • Analyzing


information for use by other • Communicating
individuals
• Deliver strategic initiatives • Communicating
to lower-level managers • Motivating
• Understanding values
• Managing Stress
L OWER - LEVEL
M ANAGERS
Activities Skills
• Coach associates • Teaching
• Listening
• Understanding personalities
• Managing stress
• Remove obstacles for • Negotiating
associates • Influencing others
• Deal with associates • Counseling
personal problems • Understanding personalities
• Design jobs, team • Analyzing
structures, and reward • Negotiating
systems • Group dynamics
I MPORTANCE OF U NDERSTANDING
O RGANIZATIONAL B EHAVIOR
Behavioral
Sciences:
 Enhance our ability to leverage people’s
potential within the organization.

 Gain confidence in empowering associates


to work toward solving problems.

 Integrate behavioral science knowledge to


organizational applications.
‘O RGANIZATION ’ D EFINED :

“Collection of individuals
forming a coordinated system
of specialized activities
for the purpose
of achieving certain goals
over some
extended period of time.”
C OMMON F EATURES OF
O RGANIZATIONS

 Network of individuals

 System

 Coordinated activities

 Division of labor

 Goal orientation

 Continuity over time, regardless


of individual membership
change
H UMAN C APITAL
H UMAN C APITAL AS A S OURCE
OF C OMPETITIVE A DVANTAGE

Competitive
Advantage:
 Value
 Individuals capable of supporting strategy
for competing.

 Rareness
 Unique skills and talents of individuals.

 Imitability
 Extent that individual skills and talents can
be copied.
C OMPETITIVE A DVANTAGE
P OTENTIAL Are human resources in the firm . . .
Supported
Difficult by effective Competitive
Valuable Rare to imitate management implications Performance
Competitive Below
No --- ---
Disadvantage Normal
Competitive
Yes No --- Normal
Parity
Temporary
Above
Yes Yes No Competitive
Normal
Advantage
Sustained
Above
Yes Yes Yes Competitive
Normal
Advantage
Adapted from Exhibit 1-2: Human Capital and Competitive Advantage
P OSITIVE
O RGANIZATIONAL B EHAVIOR
H IGH - INVOLVEMENT
M ANAGEMENT

Dimensions

 Selective Hiring

 Extensive Training

 Decision Power

 Information Sharing

 Incentive Compensation
D EMANDS ON
H IGH - INVOLVEMENT M ANAGERS

 Empower

 Trust

 Use human capital to create


competitive advantage
S TRATEGIC L ENS

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