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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill Ryerson
1
C H A P T E R:C H A P T E R: O N E O N E
Introduction to the Field of Organizational Behaviour
Introduction to the Field of Organizational Behaviour
2 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
What Are Organizations?
Groups of people who work interdependently toward some purpose Structured patterns of
interaction Coordinated tasks Work toward some
purposeCourtesy of Dofasco
3 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Why study Why study organizational organizational
behaviour?behaviour?
UnderstandUnderstandorganizationalorganizational
eventsevents
PredictPredictorganizationalorganizational
eventsevents
InfluenceInfluenceorganizationalorganizational
eventsevents
Why Study Organizational Behaviour?
4 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
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
5 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Trends: Changing Workforce
Workforce has increasing diversity along several dimensions
Primary categories• gender, age, ethnicity, etc.
Secondary categories• some control over (eg.
education, marital status)
6 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Trends: Changing Workforce
Current trends Increased racial and ethnic diversity More women in workforce Generational diversity New age cohorts (eg. Gen-X, Gen-Y)
Implications Leverage diversity advantage Adjust to the new workforce
7 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Trends: Employment Relationships
Work/life balance Number one indicator of career success Priority for Canadians 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
8 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Employability vs. Job Security
Job SecurityJob Security
• Lifetime job securityLifetime job security
• Jobs are permanentJobs are permanent
• Company manages Company manages careercareer
• Low emphasis on skill Low emphasis on skill developmentdevelopment
EmployabilityEmployability
• Limited job securityLimited job security
• Jobs are temporaryJobs are temporary
• Career self-Career self-managementmanagement
• High emphasis on skill High emphasis on skill developmentdevelopment
9 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Trends: Virtual Work
Using information technology to perform one’s job away from the traditional physical workplace.
Telework (telecommuting)• 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
10 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Trends: Workplace Values/Ethics
Values Long-lasting beliefs about what is important in a variety of
situations Define right versus wrong – guide our decisions
Values increasingly important due to1. Need to guide employee decisions and actions2. Globalization increases awareness of different values3. Increasing emphasis on applying ethical values
Ethics Study of moral principles or values that determine whether
actions are right or wrong and outcomes are good or bad
11 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
OrganizationalOrganizationalBehaviourBehaviourAnchorsAnchors
MultidisciplinaryMultidisciplinaryAnchorAnchor
Systematic Systematic Research Research
AnchorAnchor
ContingencyContingencyAnchorAnchor
Open Systems Open Systems AnchorAnchor
Multiple Levels Multiple Levels of Analysis of Analysis
AnchorAnchor
Organizational Behaviour Anchors
12 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Organizational Behaviour Anchors
Multidisciplinary anchor Many OB concepts adopted from other disciplines OB is developing 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
13 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Organizational Behaviour Anchors
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
14 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
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
15 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Open Systems Anchor
FeedbackFeedback
FeedbackFeedback
Environment
16 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Knowledge Management Defined
Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success
17 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
Structural Structural CapitalCapital
Relationship Relationship CapitalCapital
Knowledge captured in systems and structures
Values derived from satisfied customers, reliable suppliers, etc.
Human CapitalHuman CapitalKnowledge that people possess and generate
Intellectual Capital
18 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
• Awareness
• Freedom to apply
• Communication
• Communities of practice
• Grafting
• Individual learning
• Experimentation
KnowledgeKnowledgeacquisitionacquisition
KnowledgeKnowledgesharingsharing
KnowledgeKnowledgeuseuse
Knowledge Management Processes
19 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e
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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