chapter1 ob wk 1

8/2/2019 Chapter1 OB Wk 1

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Introduction to the field oforganisational behaviour

Chapter 1


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Chapter learning objectives

1. Define organisational behaviour.

2. Identify three reasons for studying

organisational behaviour.3. Describe five trends in organisational

behaviour.

4. Identify the five anchors on whichorganisational behaviour is based.


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Chapter learning objectives

5. Diagram an organisation from an

open systems view.

6. Define knowledge management andintellectual capital.

7. Identify three that organisations

acquire knowledge.


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Computershare and

organisational behaviour

Computershare Ltd has

leveraged the power of

organisational

behaviourto become

one of Australias

leading high technology

companies.

Courtesy of Computershare Ltd


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What are organisations?What are organisations?

Groups of people who

work interdependently

toward some purpose structured patterns of

interaction

coordinated tasks

work toward some

purpose

Courtesy of Computershare Ltd


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OrganisationalOrganisational

behaviourbehaviourresearchresearch

UnderstandUnderstand

organisationalorganisational

eventsevents

PredictPredict


eventsevents

InfluenceInfluence


eventsevents

Why study organisational

behaviour?


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behaviour?1. Satisfy the need to understand and

predict

Helps us figure out why organisationalevents happen


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behaviour?2. Helps us to test personal theories

Helps to question and rebuild personal

theories


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behaviour?3. Influence organisational events

Improves our ability to work with people

and influence organisational events


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Trends: 1.globalisation

Global companies

extend their activitiesto other parts of the

world

actively participate inother markets

compete againstfirms in othercountries


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Trends: globalisation

Implications ofglobalisation

new organisationalstructures

different forms ofcommunication

more competition,change, mergers,downsizing, stress

need more sensitivity tocultural differences


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Trends: 2.changing workforce

Primary and secondary diversity

More women in workforce and professions

Different needs of Gen-X, Gen-Y andbaby-boomers

Diversity has advantages, but firms need

to adjust through cultural awareness

family-friendly policies

empowerment


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Trends: 3.employment

relationship

Employabilityemployees perform many tasks, not a specific

job

Casual workno explicit or implicit contract for long-term

employment


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Trends: 3.employment relationship

Telecommuting working from home, usually with a computer

connection to the office

Virtual teams operate across space, time and organisational

boundaries; mainly communicate through

electronic technologies


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Trends: 4.information technology

Affects how employees interact virtual teams

telecommuting

Affects how organisations areconfigured / design / set up network structures

alliance of several

organisations


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Trends: 5.values and ethics

Values stable, long-lasting beliefs about what is

important

personal, cultural, organisational, professional

Importance of values globalisation more awareness of different

values values replacing command and control

more emphasis on ethical business conduct


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Trends: 5.values and ethics

Ethics moral principles/values determine whether

actions are right/wrong and outcomes are

good/bad

Relates to most OB topicse.g. employee

monitoring, peer pressure, organisational

politics


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OrganisationalOrganisational

behaviourbehaviour

anchorsanchors

MultidisciplinaryMultidisciplinary

anchoranchor

SystematicSystematicresearchresearch

anchoranchor

ContingencyContingency

anchoranchor

Open systemsOpen systems

anchoranchor

Multiple levelsMultiple levelsof analysisof analysis

anchoranchor

Organisational behaviour

anchors


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5 Organisational behaviour

anchors1. Multidisciplinary anchor Many OB concepts adopted from other

disciplines

e.g. psychology concepts in motivation,perceptions

emerging fields: communication,information systems, marketing, womensstudies

OB is developing its own models andtheories, but needs to continue scanning otherfields for ideas


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anchors2. Systematic research anchor

OB researchers rely on scientific method

a set of principles and procedures that help

researchers systematically understandpreviously unexplained events and conditions

OB also turning to qualitative research

methods (research into the attitudes, concerns,

& behaviour of an organisations members in

relation to the organisation)


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anchors3. Contingency anchor

A particular action may have different

consequences in different situationsnosingle solution is best in all

circumstances

Need to diagnose the situation and

select best strategy under those conditions


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anchors4. Multiple levels of analysis anchor

OB issues can be studied from

individual, team and/or organisationallevel

Topics identified at one level, but

usually relate to all three levels


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3

Organisational behaviour anchors

5.Open systems anchor

Open systems organisations consist ofinterdependent parts that work together tocontinually monitor and transact with theexternal environment

External environment natural and socialconditions outside the organisation

stakeholdersvested interests in theorganisation

environment is increasingly turbulentrapidchange

( Organisations need to adapt to externalenvironment)


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FeedbackFeedback FeedbackFeedback

OutputsOutputsInputsInputs

SubsystemSubsystemSubsystemSubsystem

SubsystemSubsystem SubsystemSubsystem

OrganisationOrganisation

Open systems anchor of OB


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Knowledge management

defined

Any structured activity that improves an

organisations capacity to acquire, share

and use knowledge for its survival and

success.


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Intellectual capital

Human capital knowledge that employees possess and

generate

Structural capital knowledge captured in systems and

structures

Relationship capital value derived from satisfied customers,

reliable suppliers and others


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Knowledge Management at

Billabong

Billabong, the

Queensland-based

surf wear company,

practises knowledge

acquisition byemploying people

who live that

lifestyle.

Courtesy of Billabong


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Knowledge management processes

1.Knowledge acquisition

organisations ability to extract

information and ideas from its

environment as well as through insight /

perception Graftingacquiring knowledge by hiring

individuals or buying entire companies

Individual learning learning about external

environment

Experimentation creativity, insight

Courtesy of Billabong


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processes

Knowledge sharing

distributing knowledge to where it is

needed in the organisation.

Communicationintranets, face to face,

teams, etc.

Communities of practice informal groups

bound together by shared expertise andpassion for a particular activity or interest


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processes

Knowledge use

Awareness - know that relevant knowledge is

available Organisation supports experiential learning


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Organisational memory

The storage and preservation ofintellectual capital

Retain intellectual capital by keeping knowledgeable employees

transferring knowledge to others

transferring human capital to structuralcapital


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Organisations also need to

unlearn

Cast off routines and patterns of

behaviour that are no longer

appropriate

chapter1 ob wk 1

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