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Chap001-Intro to Organization Behavior

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1
Introduction to the Field of
Organizational Behavior
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Google and OB
AP/Wide World Photos
Google has leveraged the power of organizational behavior
to attract talented employees who want to make a
difference in the Internet world.
McShane/Von Glinow OB4e
Slide 1-2
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
What are Organizations?
AP/Wide World Photos
• Groups of people who work interdependently toward
some purpose
– Structured patterns of interaction
– Coordinated tasks
– Have common objectives (even if not fully agreed)
McShane/Von Glinow OB4e
Slide 1-3
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Why Study Organizational Behavior
Understand
organizational
events
Influence
organizational
events
McShane/Von Glinow OB4e
Why study
organizational
behavior
Slide 1-4
Predict
organizational
events
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Globalization
• Economic, social, and cultural connectivity (and
interdependence) with people in other parts of
the world
• Effects of globalization on organizations:
– New organizational structures
– Different forms of communication
– More diverse workforce.
– More competition, mergers, work intensification and
demands for work flexibility
McShane/Von Glinow OB4e
Slide 1-5
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Changing Workforce
– Workforce has increasing
diversity along several
dimensions
– Primary categories
• gender, age, ethnicity,
etc.
– Secondary categories
• some control over (e.g.
education, marital
status)
McShane/Von Glinow OB4e
Slide 1-6
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Changing Workforce
• Current trends
– Increased racial and ethnic diversity
– More women in workforce
– Generational diversity
– New age cohorts (e.g. Gen-X, Gen-Y)
• Implications
– Leverage diversity advantage
– Adjust to the new workforce
McShane/Von Glinow OB4e
Slide 1-7
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Employment Relationships
• Work-life balance
– Number one indicator of career success
– Priority for many young people looking for new jobs
• Employability
– “New deal” employment relationship
– Continuously learn new skills
• Contingent work
– No explicit or implicit contract for long-term
employment, or minimum hours of work can vary in
a nonsystematic way
McShane/Von Glinow OB4e
Slide 1-8
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Virtual Work
Using information technology to perform one’s job
away from the traditional physical workplace.
– Telecommuting (telework)
• working from home, usually internet connection to office
– Virtual teams
• operate across space, time, and organizational
boundaries with members who communicate mainly
through electronic technologies
McShane/Von Glinow OB4e
Slide 1-9
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Values-based Leadership in Dubai
Department of Economic Development, Government of Dubai
McShane/Von Glinow OB4e
The Department of Economic
Development (DED) in the Emirate
of Dubai recently devoted several
months to identifying the agency’s
core values: accountability,
teamwork, and continuous
improvement. DED also organized a
series of workshops (shown in
photo) to help employees recognize
values-consistent behaviors.
Slide 1-10
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Values/Ethics Defined
Long-lasting beliefs about
what is important in a variety
of situations
– Define right versus wrong --guide
our decisions
Ethics
Department of Economic Development, Government of Dubai
McShane/Von Glinow OB4e
– Study of moral principles or
values that determine whether
actions are right or wrong and
outcomes are good or bad
Slide 1-11
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Why Values are Important
1. Need to guide employee decisions
and actions
2. Globalization increases awareness
of different values
3. Increasing emphasis on applying
ethical values
McShane/Von Glinow OB4e
Slide 1-12
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Corporate Social Responsibility
• Corporate Social Responsibility
– Organization's moral obligation toward its
stakeholders
• Stakeholders
– Shareholders, customers, suppliers, governments etc.
• Triple bottom line philosophy
– Economic, social & environmental
McShane/Von Glinow OB4e
Slide 1-13
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Behavior Anchors
Multidisciplinary
Anchor
Open Systems
Anchor
Organizational
Behavior
Anchors
Multiple Levels
of Analysis
Anchor
McShane/Von Glinow OB4e
Systematic
Research
Anchor
Contingency
Anchor
Slide 1-14
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Behavior Anchors
• Multidisciplinary anchor
– Many OB concepts adopted from other disciplines
– OB develops its own models and theories, but also needs
to scan other fields for ideas
• Systematic research anchor
– OB researchers rely on scientific method
– OB also adopting grounded theory and similar qualitative
approaches to knowledge
McShane/Von Glinow OB4e
Slide 1-15
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Behavior Anchors (con’t)
• Contingency anchor
– A particular action may have different consequences in
different situations
– Need to diagnose the situation and select best strategy
under those conditions
• Multiple levels of analysis anchor
– OB issues can be studied from individual, team, and/or
organizational level
– Topics usually relate to all three levels
McShane/Von Glinow OB4e
Slide 1-16
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Open Systems Anchor
• Need to monitor and adapt to environment
• External environment -- natural and social
conditions outside the organization
• Receive inputs from environment; transform
them into outputs back to the environment
• Stakeholders – anyone with a vested interest in
the organization
• Organizations consist of interdependent parts
(subsystems) that need to coordinate
McShane/Von Glinow OB4e
Slide 1-17
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Open Systems Anchor
Environment
Feedback
Feedback
Feedback
Feedback
McShane/Von Glinow OB4e
Slide 1-18
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Knowledge Management Defined
Any structured activity that
improves an organization’s
capacity to acquire, share, and
use knowledge for its survival
and success
McShane/Von Glinow OB4e
Slide 1-19
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Intellectual Capital
Knowledge that people possess
Human Capital and generate
Structural
Capital
Relationship
Capital
McShane/Von Glinow OB4e
Knowledge captured in systems
and structures
Value derived from satisfied
customers, reliable suppliers, etc.
Slide 1-20
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Knowledge Management Processes
Knowledge
acquisition
Knowledge
sharing
Knowledge
use
• Hiring talent
• Communication
• Awareness
• Acquiring firms
• Communities of
practice
• Freedom to
apply
• Individual
learning
• Experimentation
McShane/Von Glinow OB4e
Slide 1-21
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Memory
• The storage and preservation of intellectual
capital
• Retain intellectual capital by:
– Keeping knowledgeable employees
– Transferring knowledge to others
– Transferring human capital to structural capital
• Successful companies also unlearn
McShane/Von Glinow OB4e
Slide 1-22
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
1
Introduction to the Field of
Organizational Behavior
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
1
Chapter One
Extras
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Job Security vs. Employability
Employability
Job Security
• Lifetime job security
• Limited job security
• Jobs are permanent
• Jobs are temporary
• Company manages
career
• Career selfmanagement
• Low emphasis on skill
development
• High emphasis on skill
development
McShane/Von Glinow OB4e
Slide 1-25
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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