International Management and Organizational Behavior an der TU München

3 Dimensions: Action, Location, Strategy

Actions:

• Introspection
• Questionnaire
• Observation
• Analysis of Performance / Results

Locations:

• Laboratory
• Field

Strategies / Approaches:

• Non-systematic
• systematic
• quasi-experimental
• experimental

Study of individuals and groups in organizations

Knowledge with special implications for the ways managers interact and manage employees to improve organizational performance

Systems consists of 3 parts

• resource inputs (Information, Material, Equipment, Facilities, Money, People)
• transformation process (transforms human and physical resources to outputs with work activity) that has to be Organized. Also, consumer feedback is utilized
• Product outputs (Goods, Services) -- also, results are resource inputs again for other processes

Effective managers according to different people:

• Controllers (Fayol)
• Doers (Peters)
• Thinkers (Porter)
• Leaders (Bennis)

Key results any manager should head for:

• Task performance (productivity = output per work unit)
• Human resource maintenance (capable workforce is attracted and continued / wants to stay)

Two dimensions: Performance effectiveness (How well are goals being attained?), Performance efficiency (How well are resources being used?)

Effective & Efficient: True managerial Success, goals achieved, resources well used -- high productivity

• enable their work units  with great effort to achieve high productivity
• improve "bottom-line" performance

• manager is accountable for results of work unit (e.g. to superiors)
• manager depends on the efforts of subordinates
• manager needs to satisfy worker's demands

Leading (create vision, inspiring commitment, directing efforts towards a common purpose)

Planning (setting objectives, deciding how to accomplish them)

Organising (dividng up work, assigning people to jobs, allocating resource, coordinating the results)

Controlling (monitoring performance, taking action to ensure the desired results)

Important to manage the globalization of work (going international, international competition comes to domestic market) -- become "Global manager"

Important to manage human rights:

• 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)

Important to manage developments in IT

Important to manage organizational transitions

• Restructuring
• Mergers
• Downsizing / Layoffs
• Zero-cost-budgeting
• Re-engineering

3 leaves:

1. Central Core (permanent, full-time, critical employees)
2. Independent Contractors (outside but performing key jobs and services)
3. Temporary Hires (part-time, added/deleted as needed)

(From bottom to top)

Top managers are the basis, establish purpose and direction of the organization and support Supervisors and Managers

Supervisors and Managers help workers to do their jobs and solve problems (-- support Operating workers)

Operating Workers work directly for customer satisfaction -- serve Customers and Clients

Customers and Clients are the ultimate beneficiaries of the organization's efforts

Flexibility

Family-friendly organizations

• permanent part-time work
• job sharing
• voluntary reduced work time
• flexiyear / flexiweek