01 ob introduction
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Organisational BehaviourOrganisational Behaviour
Week 1Week 1-- 10/09/200810/09/2008
Slides available at:http://202.205.89.79/download/
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L
ecture planL
ecture planStructure of the courseStructure of the course
Issues to explore in the courseIssues to explore in the course
Historical overviewHistorical overview
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1919--Week longWeek long
Office hours:Office hours: Monday in my office roomMonday in my office room
Assessment: Assessment:
Class attendance/ParticipationClass attendance/Participation 10%10%
MidMid--Term ExamTerm Exam 20%20%
CourseworkCoursework 30%30%
Final ExamFinal Exam 40%40%
Any question? Any question?
Structure of the courseStructure of the course
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SOME RECOMMENDED SOURCESSOME RECOMMENDED SOURCES
Organization StudiesOrganization StudiesOrgOrganizational Scienceanizational Science
Organization Behaviour Organization Behaviour
Human RelationsHuman Relations
Harvard Business ReviewHarvard Business Review
Introduction to Organizational behaviour Introduction to Organizational behaviour
Economists, Financial times«Economists, Financial times«
(Most of them are available at(Most of them are available at
http://202.112.175.35:8081/journal/index.jsp)http://202.112.175.35:8081/journal/index.jsp)
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Organizational behaviourOrganizational behaviour
the study of human behaviour in organizational the study of human behaviour in organizational
contexts with a focus on individual and groupcontexts with a focus on individual and group
processes and actions (pp.2)processes and actions (pp.2)
The Meaning of OBThe Meaning of OB
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The study of Organizational behavior The study of Organizational behavior
IndividualIndividual
GroupGroup
OrganizationOrganization
Study of Study of
OrganizationalOrganizational
Behavior Behavior
Social PsychologySocial Psychology
Political SciencePolitical Science
AnthropologyAnthropology
PsychologyPsychology
SociologySociology
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PsychologyPsychology
Concentrates on the study of Concentrates on the study of
individual behavior, as well as,individual behavior, as well as,
personality and group behavior. personality and group behavior.
16±7
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SociologySociology
Focuses on social behavior and isFocuses on social behavior and is
particularly concerned about particularly concerned about
societal structures and controls.societal structures and controls.
16±8
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Social psychologySocial psychology
focus on how people influence onefocus on how people influence one
another. in the areas of attitudes;another. in the areas of attitudes;
communication patterns; the wayscommunication patterns; the ways
in which group activities canin which group activities can
satisfy individual needs; and groupsatisfy individual needs; and groupdecisiondecision--making processesmaking processes
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AnthropologyAnthropology
Explores cultureExplores culture ± ± the symbolic,the symbolic,attitudinal and behavioral factorsattitudinal and behavioral factors
which unite various social groups.which unite various social groups.
16±10
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Political SciencePolitical Science
Studies power and controlStudies power and control between individuals and groups. between individuals and groups.
16±11
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Independent Variables
Individual Group Organization
Biographical TraitsPersonality
Values & Attitudes Ability
Perception
MotivationIndividual Learning
Decision Making
CommunicationOther Groups
Conflict Power & PoliticsGroup Structure
Work TeamsLeadership
Decision Making
CultureStructure
Power & PoliticsDesign
TechnologyWork ProcessesDevelopment
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TheTheDepDependentendent Variables Variables
ProductivityProductivity
AbsenteeismAbsenteeism
JobJob SatisfactionSatisfaction
Turnover Turnover
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Goals of OBGoals of OB
Explanation:Explanation: individual¶s or group¶s behavior;individual¶s or group¶s behavior;
occurs after the fact.occurs after the fact.
Predication:Predication: what outcomes will result from awhat outcomes will result from agiven action; future events.given action; future events.
ControlControl
Ultimate goal is to improve organizations¶Ultimate goal is to improve organizations¶
effectiveness and efficiency.effectiveness and efficiency.
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Challenges for OBChallenges for OB
Managing human resources in the face of aManaging human resources in the face of achanging environmentchanging environment
Ethnical dilemmasEthnical dilemmas
Managing a diverse work forceManaging a diverse work force
Doing business globallyDoing business globally
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Managing in a changing environmentManaging in a changing environment
Transitional economyTransitional economy
A plan to market economy systemA plan to market economy system
Different organizational ownership structureDifferent organizational ownership structure Development of technologyDevelopment of technology
Laws, regulations, and social normsLaws, regulations, and social norms
Perceive environment uncertaintyPerceive environment uncertainty
Increasing labor costs.Increasing labor costs. Cross training to increase flexibilityCross training to increase flexibility
Training to improve responsiveness to customersTraining to improve responsiveness to customers
Adopt better ways of organizingAdopt better ways of organizing
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Ethical ChallengesEthical Challenges
An organizations responsibility is to its shareholdersAn organizations responsibility is to its shareholders-- itsits
goal is to maximize profits within prescribed legalgoal is to maximize profits within prescribed legal
limitslimits
or or
An organization has two goalsAn organization has two goals-- being ethical and being being ethical and being
profitable. profitable.
What if there is a conflict between the two?What if there is a conflict between the two?
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Diversity ChallengesDiversity Challenges
FairnessFairness
FlexibilityFlexibility
ConflictConflict
PerformancePerformance
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Doing Business GloballyDoing Business Globally
Cultural DifferencesCultural Differences
Political/Legal DifferencesPolitical/Legal Differences
Control vs. IndependenceControl vs. Independence
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The notion of an organisation as anThe notion of an organisation as an imperative,imperative,absolute entityabsolute entity, is the direct outcome of historical, is the direct outcome of historicaltransformations occurred in Europe and North Americatransformations occurred in Europe and North Americafrom the end of the 18th century onwards:from the end of the 18th century onwards:
Before the 19Before the 19thth Century:Century:
Experience of Experience of Artisan Artisan work (e.g. Ironsmith)work (e.g. Ironsmith)
Technical skills, personal competence and craft prideTechnical skills, personal competence and craft prideconstitutive of the working process.constitutive of the working process.
Industrial revolution in the 19Industrial revolution in the 19thth CenturyCentury Close relationship between the subject of work and his/herClose relationship between the subject of work and his/her
activity was lost activity was lost
Historical overviewHistorical overview
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Early 20Early 20thth Century:Century: Classical approach Classical approach
Advent of scientific management Advent of scientific management (F.W. Taylor)(F.W. Taylor)
Aim: controlling labour through Aim: controlling labour through sciencescience
FarFar--reaching process of establishing control and surveillance:reaching process of establishing control and surveillance:
to discipline the mind and body of the productive subject wasto discipline the mind and body of the productive subject wasthe central concern.the central concern.
Deconstruction of the task from within Deconstruction of the task from within
Rigid control over time and body movementsRigid control over time and body movements
Conception and execution as separate domains in hierarchicalConception and execution as separate domains in hierarchical
relationshipsrelationships
Technology for social controlTechnology for social control
Historical overviewHistorical overview
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Historical overviewHistorical overview
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Historical overviewHistorical overview
Hawthorne Studies and the Human RelationsHawthorne Studies and the Human RelationsMovement (Elton Mayo, 1923Movement (Elton Mayo, 1923--1933)1933)
Hawthorne studies: environment and productivity?Hawthorne studies: environment and productivity? Results: organizations are social systems, not just technicalResults: organizations are social systems, not just technical
economical systemseconomical systems Groups, teamwork, different job roles, human relations are of great Groups, teamwork, different job roles, human relations are of great
significance in organizationssignificance in organizations We are motivated by many needsWe are motivated by many needs Leadership should be modified to include concepts of humanLeadership should be modified to include concepts of human
relationsrelations
A new discipline of human behaviour and, by extension, A new discipline of human behaviour and, by extension,Organisational behaviourOrganisational behaviour.. (1960s)(1960s)
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Systems Rationalist approachSystems Rationalist approachModern ApproachModern Approach
1.1. The organization seenThe organization seen asas an open socioan open socio--technicaltechnicalsystem.system.
2.2. The existence of subsystems which interact with oneThe existence of subsystems which interact with oneanother.another.
3.3. Management is a distinct subsystem which isManagement is a distinct subsystem which isresponsible for direction and coordination of all otherresponsible for direction and coordination of all othersubsystems.subsystems.
Organisation (open system view)
Transformation process outputsinputs
Historical overviewHistorical overview
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R ecommended textbook R ecommended textbook
· ·
Essentials of Organizational behavior,Essentials of Organizational behavior,· · ,,
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To explore in the courseTo explore in the course
BY INTRODUCINGBY INTRODUCING
DIFFERENT PERSPECTIVES DIFFERENT PERSPECTIVES
TO THE UNDERSTANDINGTO THE UNDERSTANDING
OFPEOPLE AND OFPEOPLE AND
OR GANISATIONS, WE HOPE:OR GANISATIONS, WE HOPE:
TO STIMULATEYOUR SEAR CH TO STIMULATEYOUR SEAR CH
FOR NEW K NOWLEDGE, FOR NEW K NOWLEDGE,
CREATIVITYAND SK ILLS AS CREATIVITYAND SK ILLS AS
OR GANISATIONALOR GANISATIONALPRACTITIONERSPRACTITIONERS