introduction to the field of organizational behavior
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Introduction to the Field of Organizational Behavior. Organizational Behavior and Organizations. Organizational behavior The study of what people think, feel, and do in and around organizations Organizations Groups of people who work interdependently toward some purpose Collective entities - PowerPoint PPT PresentationTRANSCRIPT
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Introduction tothe Field ofOrganizational Behavior
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Organizational Behavior and Organizations
Organizational behavior• The study of what people
think, feel, and do in and around organizations
Organizations• Groups of people who work
interdependently toward some purpose
• Collective entities• Collective sense of purpose
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Why Study OB?
Satisfy the need to understand and predict
Helps us to test personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone
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Organizational Effectiveness
The ultimate dependent variable in OB
Old approach -- define effectiveness as achievement of stated goals
Problem with goal approach• Could set easy goals• Some goals too abstract to
evaluate• Company might achieve
wrong goals
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Open Systems Perspective
Organizations are complex systems that “live” within (and depend upon) the external environment
Effective organizations• Maintain a close “fit” with changing conditions• Transform inputs to outputs efficiently and flexibly
Open systems perspective lays the foundation for the other three perspectives of organizational effectiveness
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Organizational Learning Processes
Knowledge AcquisitionKnowledge Acquisition
Knowledge Sharing
Knowledge Sharing
KnowledgeUse
KnowledgeUse
Knowledge Storage
Knowledge Storage
• Learning
• Scanning
• Grafting
• Experimenting
• Learning
• Scanning
• Grafting
• Experimenting
• Communication
• Training
• Info systems
• Observation
• Communication
• Training
• Info systems
• Observation
• Awareness
• Sensemaking
• Autonomy
• Empowerment
• Awareness
• Sensemaking
• Autonomy
• Empowerment
• Human memory
• Documentation
• Practices/habits
• Databases
• Human memory
• Documentation
• Practices/habits
• Databases
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Intellectual Capital
Relationship Relationship CapitalCapital
Value derived from satisfied customers, reliable suppliers, etc.
Structural CapitalStructural CapitalKnowledge captured in systems and structures
HumanHumanCapitalCapital
Knowledge that people possess and generate
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High Performance Work Practices (HPWPs)
Workplace practices the leverage the potential of human capital
Human capital – employee knowledge, skills, and abilities – is competitive advantage• Help realize opportunities and minimize threats in
the external environment• Not easily available nor duplicated• Can’t be replaced by technology
Companies apply these practices to leverage human capital
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Stakeholder Perspective
Stakeholders: any entity who affects or is affected by the firm’s objectives and actions
Personalizes the open systems perspective
Challenges with stakeholder perspective:• Stakeholders have conflicting interests• Firms have limited resources
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Types of Individual Behavior
Organizational Organizational CitizenshipCitizenship
Cooperation and helpfulness beyond required job duties
Task PerformanceTask PerformanceGoal-directed behaviors under person’s control
Maintaining Work Maintaining Work AttendanceAttendance
Attending work at required times
Joining/staying with Joining/staying with the Organizationthe Organization
Agreeing to employment relationship; remaining in that relationship
Counterproductive Counterproductive Work BehaviorsWork Behaviors
Voluntary behaviors that potentially harm the organization
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Globalization
Economic, social, and cultural connectivity with people in other parts of the world
Effects of globalization on organizations• New structures• Increasing diversity• Increasing competitive pressures, intensification
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Increasing Workforce Diversity
Surface-level vs deep-level diversity
Implications• Leveraging the diversity
advantage• Manage challenges of
diversity (e.g. teams, conflict)• Ethical imperative of diversity
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Emerging Employment Relationships
Work/life balance • Minimizing conflict between work and nonwork
demands number one indicator of career success
Virtual work• Using information technology to perform one’s job
away from the traditional physical workplace• Telecommuting – issues of replacing face time,
clarifying employment expectations
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Organizational Behavior Anchors
Multidisciplinary anchor• Many OB concepts adopted from other disciplines
Systematic research anchor• OB knowledge is built on systematic research –
evidence-based management
Contingency anchor• A particular action may have different
consequences in different situations
Multiple levels of analysis anchor• Individual, team, organizational level of analysis