Organizational Behavior, Human Resources & Leadership

Explore non-monetary motivators like job variety, responsibility, recognition, and teamwork, and Maslow's hierarchy of needs from physiological to self-actualization, noting lower needs must be satisfied first.

Explore Herzberg's two-factor theory, distinguishing dissatisfiers like policies and supervision from motivators such as achievement, recognition, growth, Maslow's levels, autonomy, and meaningful work.

Explore how work anchors shape careers by eight MIT themes, from security and stability to entrepreneurial creativity, autonomy, and service, guiding people to pursue preferred roles.

Young workers are more individualistic and driven by work-life balance and extrinsic rewards, such as money and flexibility, than by belonging, vision, or meaningful work.

Evaluate how remuneration, including salary and bonuses, motivates workers, especially those with lower earnings. Show that paid-for-time systems can be inefficient, and that meaningful work and recognition also drive motivation.

Define performance management as a set of practices for defining, reviewing, and giving feedback, devolved to supervisors, used to measure performance, set goals, determine salaries and bonuses, and guide promotions.

Align goals and behaviors with the organization's strategy and values. Implement a five-step performance management cycle: define outcomes, design measurable goals, provide support, conduct evaluations, and drive improvement through feedback.

Explore how compensation, recognition, and development opportunities influence performance within a performance management system, and examine how rating data, objectives, and feedback shape organizational strategy and results.

Explore performance management approaches from informal to formal, including graphic scale ratings, 360-degree feedback, self-evaluation, and management by objectives with KPIs.

Address poor performance promptly with a clear policy and performance management, hold one-on-one discussions to identify causes, set clear expectations, and explore remedial actions or role changes.

Invest in star performers with regular, detailed feedback and resources, encourage calculated risks, and provide challenging opportunities led by a strong manager relationship as the key motivator.

Examine how lack of leadership support, time, and resources undermine performance management, and how conflicts between development and remuneration bias, and excessive paperwork impede performance management outcomes.

Position performance management as a long-term strategic process that requires senior leadership commitment, linked to training, succession planning, and change management, with regular feedback and no surprises in formal interviews.

Explore the distinctions between management and leadership based on Mincberg's study of how managers spend their time, and how the leading role shapes hiring, training, coaching, and evaluating performance.

Explore leadership roles across an organization, including figurehead, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.

Explore how leadership is defined and developed, debating whether it's innate or learned, and whether it's traits, skills, or behaviors, while examining how situations shape leadership across different theories.

Kurt Lewin's leadership style framework identifies autocratic, democratic, and laissez-faire approaches, with tradeoffs. Autocratic yields quick decisions but lowers morale; democratic boosts engagement; laissez-faire grants autonomy but risks time mismanagement.

The Blake Melton managerial grid promotes leadership that balances high concern for people and for tasks, fostering participatory teamwork and clear work structures.

Apply path goal theory to tailor your leadership to team members' needs. Identify the best approach based on ability, task complexity, and environment.

Flamholtz and Randle's leadership style matrix maps how autonomous a team is and how creative a task is, across four quadrants, from autocratic to laissez-faire, like situational leadership.

Explore the six emotional leadership styles described by Goleman, including visionary, coaching, affiliative, democratic, and commanding, with their strengths, weaknesses, and effects on team emotions.

Compare transactional leadership, with role clarity and rewards, to transformational leadership driven by a shared vision, strong communication, and accountability to boost engagement.

The Hersi and Blanchot situational leadership model links leadership style to follower maturity, directing for immature teams and delegating or participative styles for mature members, based on competencies and motivation.

Compare charismatic and transformational leadership by examining intent and motivation, noting that self-serving charisma can breed invincibility and damage teams or organizations.

Learn how servant leadership meets the needs of followers and team through integrity and generosity, boosting morale and culture while noting limits for quick decisions in competitive contexts.

Integrate change and crisis management by mobilizing others, transforming values, and creating a shared vision; effective crisis response relies on preplanning, swift decisions, trust, and empowering leaders at all levels.

Explore McKinsey's seven-element model by aligning strategy, structure, systems, style, staff, skills, and shared values to support organizational design, change, and mergers.

Explore how the McKinsey 7S model links strategy, structure, systems, skills, staff, style, and shared values to achieve alignment and sustained competitive advantage, guiding organizational change.

This lecture explains Lewin's three-step change model—unfreezing, changing, and refreezing—alongside communication, buy-in, and employee involvement to implement large-scale change, and the Demming cycle for smaller changes.

Apply the PDCA cycle (plan, do, check, act) to analyze and improve a single process, looping from planning to implementation and scaling organization-wide for sustained change.

Match change approaches to urgent timeframes to protect at-risk businesses. Lead transformative change with staff support under an inspirational leader, or apply dictator transformation in crises when time is limited.

Apply Bridges' transition model to guide employees through change by addressing emotions in three stages—ending, neutral zone, and new beginning—using clear communication, short-term wins, and recognition.

Top leadership commits to change with a supportive team to restructure and drive objectives, while middle managers align early, train, and communicate a clear inspiring vision to overcome barriers.

Develop organizational capability to react flexibly and make the right snap decisions during a crisis, rather than planning for every contingency; rehearse teamwork to increase readiness and success.

Create a crisis plan with clear objectives to protect people and inform audiences. Identify a spokesperson, model honesty, keep employees, customers, and suppliers informed, and update early through social media.

Develop a crisis management plan with a succession plan, outlining steps if you cannot perform duties, and seek advice from leadership, employees, customers, communications experts, investment bankers, and lawyers.

Analyze Starbucks' failed Australian expansion, including 2008 closures and 23 remaining stores, and how 7-Eleven's acquisition prompts strategic rethink of brand perception.