01-ob introduction[1]
TRANSCRIPT
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Organisational Behaviour
Welcome to Introductory lecture on OB
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Lecture plan
Structure of the course
Historical overview
Current trends and contextualrelevance (for OB)
Organizational Behaviour Subject,Scope and Competencies
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18-Week longOffice hours: Monday 3:30-4:30 in my office room
Assessment:
Class attendance/Participation
Tests
Coursework
Assignments
Any question?
Structure of the course
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SOME RECOMMENDED SOURCES
Organization StudiesOrganizational Science
Organization Behaviour
Human Relations
Harvard Business Review
Introduction to Organizational behaviour
Research in Organizational Behavior
Financial times, Economic Times,Economist, McKinsey Quarterly,
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The notion of an organisation as an imperative,
absolute entity, is the direct outcome of historicaltransformations occurred in Europe and North Americafrom the end of the 18th century onwards:
Before the 19th Century:
Experience ofArtisanwork (e.g. Ironsmith)
Technical skills, personal competence and craft prideconstitutive of the working process.
Industrial revolution in the 19th Century Close relationship between the subject of work and his/her
activity was lost
Historical overview
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Early 20th Century: Classical approach
Advent of scientific management (F.W. Taylor)
Aim: controlling labour through science
Far-reaching process of establishing control and surveillance:
to discipline the mind and body of the productive subject wasthe central concern.
Deconstruction of the task from within
Rigid control over time and body movements
Conception and execution as separate domains in hierarchical
relationships
Technology for social control
Historical overview
http://www.imdb.com/gallery/mptv/1097/Mptv/1097/9463_0002.jpg?path=pgallery&path_key=Chaplin,%20Charleshttp://www.imdb.com/gallery/mptv/1095/Mptv/1095/9463_0003.jpg?path=pgallery&path_key=Chaplin,%20Charles -
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Historical overview
Hawthorne Studies and the Human Relations Movement (EltonMayo, 1923-1933)
Hawthorne studies: environment and productivity? Results: organizations are social systems, not just technical
economical systems Groups, teamwork, different job roles, human relations are of great
significance in organizations We are motivated by many needs Leadership should be modified to include concepts of human
relations
Note: University of Chicago economists John List & Steven Levitt, 2009A new discipline of human behaviour and, by extension,Organisational behaviour. (1960s)
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Exploring OB: Definitions
An entitative approach[to organisations] fails to
represent what it meansto be human,misrepresents thequalities of the relational
processes and, moregenerally, grossly distortsthe relationshipsbetween person andorganisation(Hoskings and
Morley 1991:IX)
The relationship between a person and a context involvesaccommodation (changing oneself) and assimilation(changing the context) people are both products of theircontexts and participants in the shaping of those contexts.(Hoskings and Morley, 1991:5)
A field of study that investigates
the impact that individuals, groups,
and structure have on behaviourwithin organizations, for thepurpose of applying suchknowledge toward improving an
organizations effectiveness
the study of human behaviour inorganizational contexts with a focuson individual and group processesand actions
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OB vis--vis OT, OD and HRM
THEORETICAL
APPLIED
OT (OrganizationTheory)
HRM (HumanResource
Management)
OD (OrganizationDevelopment)
OB (OrganizationalBehavior)
MICROMACRO
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OB tends to be more theoretically
oriented and at the micro level ofanalysis. Specifically, OB draws frommany theoretical frameworks of thebehavioral sciences that are focusedon understanding and explainingindividual and group behavior inorganizations. As with other sciences,
OB accumulates knowledge and testtheories by accepted scientificmethods of research.
In summary, organizational
behavior can be defined asthe understanding,prediction, andmanagement of humanbehavior in organizations.
OB vis--vis OT, OD and HRM
OrganizationalBehaviourResearch
Understandorganizational
events
Predictorganizational
events
Influenceorganizational
events
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Trends and Relevance of OB
Globalization
Business Ethics
InformationTechnology
WorkforceDiversity
Multiple Teams
Employment
Relationship
New org. structures || Different forms of communication ||Increasing competition, change, mergers, downsizing, stress ||
Need to be more sensitive to cultural differences
Primary and secondary diversity || More women in workforceand professions || Different needs of Generation-X and baby-boomers || Diversity has advantages, but firms need to adjust
Employability || Contingent work Telecommuting || Virtual teams
Affects howemployees interact: Virtual teams || Telecommutingorganizations are configured: Network structuresfirms relate to customers: Communication issues
Potentially more effective than employees working aloneConcern is when to assign tasks to teams rather than toindividuals
The study of moral principles or values that determinewhether actions are right or wrong and outcomes aregood or badWhat is unethical is not always obvious
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Organizational Behavior Anchors
OrganizationalBehaviourAnchors
Multidisciplinaryanchor
Systematicresearchanchor
Contingencyanchor
Open systemsanchor
Multiple levelsof analysisanchor
OB Should import knowledge frommany disciplines
OB should studyorganizations usingsystematic research methods
OB theory should recognizethat the effects of actions
often vary with the situation
OB knowledge should includethree levels of analysis:
Individual, team and organization
OB should vieworganizations as opensystems to interact with theirenvironment
l i di i li h
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Multi-disciplinary anchorDiscipline
(Traditional)
Relevant OB topics
Psychology Drives, perception, attitudes, personality, job stress, emotions, leadership
Sociology Team dynamics, roles, socialization, communication patterns, organizational power,organizational structure
Anthropology Corporate culture, org. rituals, cross-cultural dynamics, org. adaptation
Political Science Inter-group conflict, coalition formation, organizational power and politics, decision
making, organizational environments
Economics Decision making, negotiation, organizational power
Industrial Engg Job design, productivity, work measurement
(Emerging)
Communications Knowledge management, electronic mail, corporate culture, employee socialization
Info. systems Team dynamics, decision making, knowledge management
Marketing Knowledge management, creativity and decision making
Women studies Organizational power, perceptions
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Open System Anchor of OB
Feedback Feedback
OutputsInputs
SubsystemSubsystem
Subsystem Subsystem
Organization
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Earlier illustration meant the following:
The organization seen as an open socio-
technical system.
The existence of subsystems which interact
with one another.
Management is a distinct subsystem which isresponsible for direction and coordination of
all other subsystems.
Open System Anchor, a modern approach
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To explore in the course
BY INTRODUCINGDIFFERENT PERSPECTIVES
TO THE UNDERSTANDING
OF PEOPLE AND
ORGANISATIONS, WE HOPE:
TO STIMULATE YOUR SEARCH
FOR NEW KNOWLEDGE,
CREATIVITY AND SKILLS AS
ORGANISATIONALPRACTITIONERS
Simple assignment:
Go through the introductorychapter on OrganizationalBehavior
Submit articles (make sure tomention the source and fullreference) or Write an own note onOrganizational behaviorphenomenon as understood /observed by you.
Please ensure to make references
or comments to their fitment to theestablished OB body of knowledge
G
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G ossaryVirtual teams: Cross functional teams that operate across space, time, and organizational boundaries with members who
communicate mainly through information technologies
Values: Stable, long-lasting beliefs about what is important in a variety of situations, that guide our decisions and actions
Telecommuting: Working from home, usually with a computer connection to the office; also called tele-working
Stakeholders: Shareholders, customers, suppliers, governments, and any other groups with a vested interest in the
organizationScientific method: A set of principles and procedures that help researchers to systematically understand previously
unexplained events and conditions
Organizations: Groups of people who work interdependently toward some purpose
Organizational memory: The storage and preservation of intellectual capital
Organizational learning: The knowledge management process in which organizations acquire, share and use knowledge tosucceed
Organizational culture: The basic pattern of shared assumptions, values and beliefs governing the way employees within an
organization think about and act on problems and opportunitiesOpen systems: Organizations that take their sustenance from the environment and, in turn, affect that environment throughtheir output
Knowledge Management: Any structured activity that improves an organizations capacity to acquire, share and useknowledge in ways that improve its survival and success
Intellectual capital: The sum of organizations human capital, structural capital and relationship capital
Grounded theory: A process of developing theory through the constant interplay between data gathering and thedevelopment of theoretical concepts
Grafting: The process of acquiring knowledge by hiring individuals or buying entire companies
Globalization: Economic, social and cultural connectivity (and inter dependence) with people in other parts of the world
Ethics: The study of moral principles or values that determine whether the actions are right or wrong and outcomes are goodor bad
Employability: An employment relationship in which people perform a variety of work activities rather than hold specificjobs, and are expected to continuously learn skills that will keep them employed
Corporate Social Responsibility: CSR is an organizations obligation toward its stakeholders
Contingent work: Any job which the individual does not have an explicit or implicit contract for long-term employment, orone in which the minimum hours of work can vary in a nonsystematic way.
Contingency approach: The idea that a particular action may have different consequences in different situations
C mm iti f P ti I f m l g b d t g th b h d ti d i f ti l ti it i t t