m Introduction of m Assignments

Professor m Schedule
m Applied and m Availability
Theoretical Balance
m Pace
m Teaching Style
m Website Information
m Teaching
m Questions
Expectations
m Get Into Pairs
m Laws of Teaching
m Get Into Groups
m Syllabus
m There is what Pfeffer and Sutton have called a ´Knowing-
Doing Gap.µ

m Managers often know much about organizational

performance, say many smart things, and work very hard.
Yet, they are too often trapped in organizations (or work for
bosses) that do many things they know will undermind
performance.

m Research by Pfeffer and Sutton indicate the following

reasons for the ´Gapµ:
¾ debilitating fear
¾ destructive internal competition
¾ poorly designed and complex measurement systems
¾ mindless reliance on precedent (resistance to change)
h Ed Lawler ´Even when research results are known and have clear
implications for practice, they may not impact practice because they
run counter to what practitioners prefer to do or believe is right.
Therefore, a great deal of what passes as ¶best practice· most likely is
not.µ
h A big problem is ´When it comes to people, everyone is an expert!
h EBM leads to ´Scientist- Practitionersµ using organizational behavior,
HRM, and leadership research knowledge to effectively make
decisions and lead associates.
h Unlike the recognized professions of medicine, law and education,
management ´Scientist- Practitionersµ are not required to learn
specific knowledge (e.g., pass exams, become licensed). Therefore,
we will emphasize evidence based management techniques to
develop the Scientist- Practitioner.
h Management is 10% art- 90% science.
m Staffing
´Process of acquiring, deploying, and retaining a
workforce of sufficient quantity and quality to create
positive impacts on the organization·s effectivenessµ
m Multiple ways to view staffing
m Some Staffing Leaders:
¾ Herman Aguinas
¾ Wayne Cascio
¾ Gary Latham
¾ Herb Heneman
¾ Tim Judge
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m To Teach course content you must:
¾ Read
¾ Investigate
¾ Reflect
¾ Discuss
¾ Frame in your own mind a causal linkage
between concepts
¾ Communicate it in a logical manner with the
absence of obvious gaps in thinking
m Underestimating the significance of the
direct reporting relationship
m Assuming people understand your role.
m Believing if it isn·t illegal, isn·t not a
problem.
m Failing to have relationships with
employees.
m Playing the ´fixerµ
m Relying on the open door policy7; if people
don·t know you, they won·t walk through it.