Organizational Behavior at TU München

Analysis, evaluation and modification of work and organizations in line with defined criteria of humane work

• Devision of labor
• Specialize
• Save time, become more effective with less costs

the ways in which managers interact and manage employees to improve organizational performance

Study of individuals and groups in organizations

• Open system: interaction with the outside world – exchange of students going to and from the university

àinput and output as indicator that system is open

• Closed system: no interaction with outside word – only a mathematical equation 

• Controllers
• Doers
• Thinkers
• Leaders

should add value to their group/firm/organization

enable their work units to achieve high productivity

bottom line performance

they are  accountable to higher level superiors for work unit results and dependent on the efforts of subordinates
and simultaneously trying to satisfy workers’ demands

- Employee rights: Individual privacy, free speech, freedom of conscience,...
- Job security: Physical wellbeing, layoff protection, cost-of-living wage increase Equal - employment opportunity: No discrimination on the basis of age, sex, culture,... - Equity of earnings: Compensation for comparable worth of work contributions

Managing the globalization of work

Managing human rights

Managing developments in I.T.

 Managing organizational transitions

o   Restructuring

o   Mergers

o   Downsizing/Layoffs

o   Zero-cost-budgeting (get rid of budget based planning – managers have to reconvince their overheads every time to get a new budget)

o   Re-engineering – fundamental redesign of business processes