MNGT 5590
Organizational Behavior
Week 1: Introduction/Chapter 1
Dr. George Reid
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1
Chapter 1:
Introduction to
the Field of
Organizational
Behavior
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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
(how?)
• OB is for everyone (but the buck stops with
MANAGEMENT)
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Organizational Behavior
Task Behaviors
Relationship Behaviors
Business
Goals
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MNGT 5590 Dr. Reid
Ground Rules for Business
1.
2.
3.
4.
Begin on time
Participate and share your ideas (points)
Encourage others to learn and participate
Ask questions if you do not understand (during
class; in private only if private matter)
5.
6.
7.
8.
5
Listen to others without being evaluative
No sidebar conversations– share it
No cell phone/texting in class (ring off/go outside)
Other rules as may be necessary to maintain
a productive learning environment!
Week
Topics/Activities/Assignments (schedule subject to adjustment)
Chapter in Text
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Introduction to the Field of Organizational Behavior
Major Case: Introduction
1
2
Case #1: Analysis Due (50 pts)
Individual Behavior, Values, and Personality
Perception and Learning in Organizations
Workplace Emotions, Attitudes & Stress
Major Case: Analysis in Teams
2
3
4
3
Foundations of Employee Motivation
Applied Performance Practices
Major Case: Planning for Data Collection
Major Case: Analysis Paper Due (100 pts)
5
6
4
Case #2: Analysis Due (50 pts)
Major Case: Data Collection/Discovery
N/A
5
Midterm Examination (Chapters 1-6) (200 pts)
Major Case: Summarize Data
Decision Making and Creativity
Team Dynamics
Communicating in Teams and Organizations
7
8
9
Case #3: Analysis Due (50 pts)
Power and Influence in the Workplace
Conflict and Negotiation in the Workplace
Leadership in Organizational Settings
Major Case: Feedback/report planning
10
11
12
6
7
Case #4: Analysis Due (50 pts)
Major Case: Feedback Presentations (100 pts)
N/A
8
Organizational Structure
Organizational Culture
Organizational Change
Major Case: Final Report Paper Due (100 pts)
13
14
15
9
Final Examination (Chapters 1 – 15) (200 pts)
Grading
Attendance* and participation
100 points = 10%
Case Studies – Analysis (4 x 50 pts.)
200 points = 20%
Major Case: (Participation: 100 pts., Analysis
Paper: 100 pts., Final report: 100 pts.
300 points = 30%
Midterm Exam
200 points = 20%
Final Exam
200 points = 20 %
TOTAL
1000 points =100%
*One class only may be made-up, if missed
for any reason.
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Quicken Loans
Quicken Loans has become one
of America’s most successful
companies through high
involvement, a focus on creativity,
a strong culture, and other
effective organizational behavior
practices.
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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 sense of purpose
 Various types of structures and communication
systems
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Why Study OB?
To understand and predict
Helps us to test/improve personal theories
Influence behavior – get things done
OB improves an organization’s financial
health
OB is for everyone
1-10
Organizational Effectiveness
 The ultimate dependent
variable in OB
 Old approach – achieving
limited goals
 Problem with goal
attainment
 Could set easy goals
 Company might achieve
wrong goals
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Four Perspectives of
Organizational Effectiveness
Open Systems Perspective
Organizational Learning Perspective
High-Performance WP Perspective
Stakeholder Perspective
NOTE: Need to consider all four perspectives when
assessing a company’s effectiveness
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Open Systems Perspective
Organizations are complex systems that
“live” within, and depend on, the external
environment
Effective organizations
 Maintain a close “fit” with changing conditions
 Transform inputs to outputs efficiently and flexibly
Foundation for the other three organizational
effectiveness perspectives
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Open Systems Perspective
External
Environment
subsystem
•Raw materials
•Human
resources
•Information
•Finances
•Equipment
Technological
subsystem
Accounting
subsystem
Engineerin
Transforming
inputs to outputs
g
subsystem
Managerial
subsystem
Marketing
/Sales
subsystem
• Products/services
• Shareholder
dividends
• Community support
• Waste/pollution
Production
subsystem
Feedback
Feedback
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Organizational Learning
Perspective
 An organization’s capacity to
acquire, share, use, and store
valuable knowledge
 Need to consider both stock
and flow of knowledge
 Stock: intellectual capital
 Flow: org learning processes
of acquisition, sharing, use,
and storage
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Intellectual Capital
Human
Capital
Knowledge that people possess and
generate
Structural
Capital
Knowledge captured in systems and
structures
Relationship
Capital
Value derived from satisfied customers,
reliable suppliers, etc.
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Organizational Learning
Processes
Knowledge
Acquisition
Knowledge
Sharing
• Learning
• Communicating
• Scanning
• Info systems
• Grafting
• Internal learning
• Experimenting
• Training
• Observing
Knowledge
Use
• Awareness of
knowledge
• Sense making
(locating
knowledge)
Knowledge
Storage
• Human memory
• Documentation
• Practices/habits
• Databases
• Autonomy to
apply knowledge
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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
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High-Performance Work Practices
Workplace practices that leverage the
potential of human capital
Four HPWPs (likely others)
1.
2.
3.
4.
Employee involvement
Job autonomy
Develop competencies (training, selection)
Performance-based rewards
Need to “bundle” them – work best together
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Case B1: Wood Art
General Mgr.
Mgr. Q & CS
Pat: Gen Manager
Supv Supv
Workers
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McShane/Von
Glinow OB 5e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved
Case Example: Analysis
What is
What should be
How to get there?
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Current INPUTS:
Current PROCESSES:
Current OUTPUTS:
Desired INPUTS:
Desired PROCESSES:
Desired OUTPUTS:
•Describe the nature of communication between the
supervisor, Pat, and her workers:
•How would you describe Pat’s management style?
•What suggestions can the Supervisor of Quality and
Customer Service make to assist Pat in achieving
Productivity, Quality AND Safety goals?
Corporate Social Responsibility at MTN
At MTN Group, Africa’s largest mobile (cell) phone company,
employees help the community and environment through the
company’s award-winning “21 Days of Y’ello Care” program.
This photo shows MTN employees painting schools during a
recent Y’ello Care event.
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Stakeholder Perspective
 Stakeholders: entities who affect
or are affected by the firm’s
objectives and actions
 Personalizes the open systems
perspective
 Challenges with stakeholder
perspective:
 Stakeholders have conflicting
interests, values, ethics
 Firms have limited resources to
satisfy all stakeholder needs
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Stakeholders and CSR
 Stakeholder perspective
includes corporate social
responsibility (CSR)
 Benefit society and environment
beyond the firm’s immediate
financial interests or legal
obligations
 Organization’s contract with
society
 Triple bottom line
 Economy, society, environment
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Globalization
Economic, social, and cultural connectivity
with people in other parts of the world
Driven by better communication and
transportation systems
Effects of globalization on organizations
 Larger markets, lower costs, more innovation
 Increasing diversity
 Increasing work intensification, less work-life
balance (24/7 schedule)
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Increasing Workforce Diversity
 Surface-level vs deep-level
diversity
 Implications
 Better knowledge,
decisions, representation,
financial returns
 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
Virtual work
 Using information technology to perform one’s job
away from the traditional physical workplace
 Telecommuting – issues of social isolation, emphasis
on face time, employee self-motivated
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Organizational Behavior
Anchors
Systematic research anchor
 OB knowledge is built on systematic
research
 Evidence-based management – rely on
research evidence, not fads, untested
assumptions
Multidisciplinary anchor
 Many OB concepts adopted from other
disciplines
 OB develops its own theories, but scans
other fields
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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
 Individual, team, organizational level of
analysis
 OB topics usually relevant at all three levels
of analysis
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Preview:
Case: S-Tech Global Security Systems
 Fire & intrusion alarms, video surveillance
 Offices in 7 countries,1200 employees
 Founded 1990 in Italy; purchased by Chris
Huang – moved HQ to Shanghai
 Wants to implement ERP System (integrated
IT functions)
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S-Tech Global Security Systems
Chris Huang, CEO
Terry Chen, Director, Field Operations
Pat Wang, Director, Scheduling & Planning
Sandy Zhang, Director, Sales & Marketing
Sam Wu, Director, Electronics Design & Development
Dates and my responsibilities:
Prelim Analysis_______Week 2 ________
Plan interviews: _______Week 3 _______
Conduct interviews: ____Week 4_______
Summarize data: _______Week 5_______
Plan for feedback ______Week 6_______
Feedback presentations: ____Week 7____
This case: Individual assignments due:
Individual analysis paper: _____Week 3_____
Final report paper: _________Week 8______
For Next Week (Sunday 11th)
Chapters 2 – 3 – 4
Read S-Tech Case. You are the OB
consultants helping with Readiness for ERP
Take Notes to Analyze S-Tech Case.
Complete IPO Table X 6 (Current>Future)
Comment on communication and
leadership. Do not make recommendations
at this time.
 Instructor will review notes for accountability
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