NETA PowerPoint® Slides
to accompany
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Chapter 1
Organizational Behaviour
and Opportunities
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What is Organizational Behaviour (OB)?
Structural
dimensions
• Jobs
• The design of work
• Organizational structure
Group .
processes
• Interpersonal
• Interactional
Individual
behaviour
• Psychosocial
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What is Organizational Behaviour (OB)?
Economics
Anthropology
Sociology
Psychology
Management
OB
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Medicine
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Behaviour in Times of Change
Organizational behaviour can help people:
• have a positive attitude,
• ask questions,
• listen to the answers, and
• be committed to success.
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Organizational Context
Organizations are open systems.
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Formal & Informal Elements of Organizations
Formal elements
Informal elements
(Overt)
(Covert)
Job descriptions
Attitudes
Products
Culture
Goals
Norms
Policies
Morale
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Public
sector
Private
sector
Voluntary
(Government)
(Business)
(Not-for-profit)
Police
Manufacturing
Charities
Roads
Service
volunteers
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Sector
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Change Creates Opportunities for OB
Globalization
The Drive for Total
Quality Improvements
Total Quality and
Employee Behaviour
Managing
Organizational
Behaviour
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Learning about OB is an Active Process
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Design Thinking
• Allows managers to imagine new possibilities by suggesting
something that could be and then exploring how to make it
reality.
• When faced with a problem—”design thinkers” will accept
the mystery of the problem, take on the abstract challenge,
and design a new solution rather than rely on past
approaches and tools.
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What You Need to Learn from Chapter 1
1. The definition of organizational behaviour
2. Four action steps for responding positively in times of
change
3. The important system components of an organization
4. The formal and informal elements of an organization
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What You Need to Learn from Chapter 1
5. The diversity of organizations in the economy
6. The opportunities that change creates for organizational
behaviour
7. The value of objective knowledge and skill development in
the study of organizational behaviour
8. The process of organizational design thinking
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Chapter 2
Organizational Challenges
for Today
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Challenges of Competing Globally
•
•
•
•
•
Population demographics
Education
Employment
Gender issues
Religion
Social
Political
•
•
•
•
•
•
Human rights
National security
Trade / protectionism
Domestic and foreign policy
Economic issues
Political party affiliations
Cultural
• Hofstede’s Cultural Dimensions
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Hofstede’s Model
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Hofstede’s Model: Six Dimensions
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Meyer’s Model: Cross-Cultural Sensitivity
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Canada is a very diverse country.
• Cultural
• Gender
Religion
Culture
• LBGTQ2+
Gender
• Age
• Ability
Age
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Photo credits: Statistics Canada; Yannis Papanastasopolous on Unsplash; Rick Madonik/Toronto Star via Getty Images.
Diversity Challenges
Diversity Pros vs. Cons
- Attract & Retain Talent
- Resistance to change
- Improved marketing
- Improved creativity &
innovation
- Improved problem-solving
- Lack of cohesiveness
- Communication problems
- Interpersonal conflict
- Increased flexibility
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Ethics, Character, and Integrity
Consequential
Rule-based
Character
• Consequences determine right vs. wrong.
• “Good” is the ultimate moral value.
• An act is either good or bad.
• Searches for universal moral values.
• The intent of the actor is good or bad.
• Emphasizes virtues as motivators.
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Current Ethical Challenges
Employee
Rights
Corporate
Social
Responsibility
Sexual
Harassment
Whistle
Blowing
Organizational
Justice
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Challenges from Technological Innovation
• Expert systems, robotics, and machine learning
• Proliferation of alternative work arrangements
• Impact of technological changes on our stress
• The impact of change from due to technology and innovation
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What You Need to Learn from Chapter 2
1. The factors that affect organizations competing globally
2. The importance of cultural differences
3. The diversity of the today’s workforce, particularly in
Canada
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What You Need to Learn from Chapter 2
4. Understand the three models of ethical reasoning
5. Understand the sorts of ethical dilemmas we face in
organizations today
6. Understand the significant impact changing technologies is
having on the nature of work
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