Managing Behavior in Organizations EvMBA Spring, 2013 Alex Stajkovic.

Managing Behavior Managing Behavior in in

OrganizationsOrganizations

EvMBA EvMBA

Spring, 2013Spring, 2013

Alex StajkovicAlex Stajkovic

Characteristics of the 21st Century Workplace

Change!Change!

Globalization Globalization Technology Technology The 24/7 capital and labor marketsThe 24/7 capital and labor markets New work structures (virtual organizations)New work structures (virtual organizations)

Results in:Results in:

Stress Stress AnxietyAnxiety Lack of confidence to deal with changeLack of confidence to deal with change

How Motivated are People at Work?How Motivated are People at Work?

Spitzer (1995)Spitzer (1995)

84%84% could be more productive if they wanted to could be more productive if they wanted to 50%50% extend only enough effort to hang on to their jobs extend only enough effort to hang on to their jobs 73%73% are less motivated today than they used to be are less motivated today than they used to be

Gallup (2002)Gallup (2002)

20%20% were "actively disengaged were "actively disengaged”” 25%25% ““engagedengaged”” 55%55% somewhere in the middle somewhere in the middle

Determinants of Work Behavior?Determinants of Work Behavior?

WB = Ability x Knowledge xWB = Ability x Knowledge x

LeadershipLeadership

MotivationMotivation

““While I might not be the brightest bulb in While I might not be the brightest bulb in the chandelier, over the years, I’ve always the chandelier, over the years, I’ve always thought I was pretty good at getting most of thought I was pretty good at getting most of the bulbs to light up” the bulbs to light up” (Jack Welch, 2000, p. 439)

Jack Welch approach to senior managersJack Welch approach to senior managers

Assume CEO directs you to improve performance of your Assume CEO directs you to improve performance of your people to become # 1 or #2 in the market (people to become # 1 or #2 in the market (e.g., 10% improvemente.g., 10% improvement))

CEO also tell you that everybody knows the following beginnersCEO also tell you that everybody knows the following beginners’’ basics: basics:

Pay them more; Punish them more; Fire them morePay them more; Punish them more; Fire them more

CEO makes it clear that since you have gotten your EMBA degree, you should CEO makes it clear that since you have gotten your EMBA degree, you should know more than the above elementary stuff (know more than the above elementary stuff (e.g., if you are paid more you should know moree.g., if you are paid more you should know more))

You are to achieve this goal by:You are to achieve this goal by:

MOTIVATING AND LEADING YOUR PEOPLE BETTERMOTIVATING AND LEADING YOUR PEOPLE BETTER

You are also to justify your chosen approach by making clear: a) The conceptual background You are also to justify your chosen approach by making clear: a) The conceptual background of it (e.g., logic), b) How do you know it would work, c) Supporting empirical evidenceof it (e.g., logic), b) How do you know it would work, c) Supporting empirical evidence

Now What Do We Do?Now What Do We Do?

This Class Will Provide You This Class Will Provide You With Several AlternativesWith Several Alternatives

Which ones?

THOSE PROVEN TO WORKTHOSE PROVEN TO WORK

OK, so How Do We Go About It?OK, so How Do We Go About It?WhatWhat’’s in the syllabuss in the syllabus

Course AssumptionsCourse Assumptions

• Motivation and leadership topics have traditionally been Motivation and leadership topics have traditionally been very attractive in the management thought and practice very attractive in the management thought and practice ((e.g., if you doubt this, just turn on the TV or flip through WSJ)e.g., if you doubt this, just turn on the TV or flip through WSJ)

• As a result, there is a lot of fluff out thereAs a result, there is a lot of fluff out there

• To guard against folk psychologists (To guard against folk psychologists (e.g., motivational speakerse.g., motivational speakers) ) that are not to be taken seriously, we need to make that are not to be taken seriously, we need to make several assumptionsseveral assumptions

Assumption 1Assumption 1

FOR EVERY COMPLEX PROBLEM FOR EVERY COMPLEX PROBLEM (MOTIVATING THE WORKFORCE)(MOTIVATING THE WORKFORCE)

THERE IS A SIMPLE SOLUTION, THERE IS A SIMPLE SOLUTION, AND ITS WRONGAND ITS WRONG

Assumption 2Assumption 2

SHOW ME THE DATASHOW ME THE DATA

Folk psychology and motivational speakers Folk psychology and motivational speakers do not countdo not count

Assumption 3Assumption 3

The notion thatThe notion that

If you want people to do a good job, give If you want people to do a good job, give them a good job to dothem a good job to do

Is not necessarily correctIs not necessarily correct

Assumption 4Assumption 4

WE ARE INTERESTED IN BOTTOM WE ARE INTERESTED IN BOTTOM LINE:LINE:

PERFORMANCE IMPROVEMENTPERFORMANCE IMPROVEMENT

Assumption 5Assumption 5

SCIENCE CAN HELPSCIENCE CAN HELP

This class will address howThis class will address how