Chapter 1 Slides - Organizational Behavior

8/18/2019 Chapter 1 Slides - Organizational Behavior

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Introduction tothe Field of Organizational

Behavior

Copyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction or distri"ution without the prior written consent o# McGraw-Hill Education.


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Quicken Loans

Quicken Loans has become oneof America’s most successful

companies through high

involvement, a focus on

creativity, a strong culture, and

other eective organizational

behavior practices.


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Organizational Behaviorand Organizations

Organizational behavior he study of !hat people think, feel, and do in

and around organizations

Organizations"roups of people !ho !ork interdependently

to!ard some purpose

#ollective entities

#ollective sense of purpose


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Why Study OB?

$atisfy the need to understand and predict

%elps us to test&improve personal theories

'n(uence behavior ) get things done

O* improves an organization’s +nancialhealth

O* is for everyone


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rgan za onaEectiveness

he ultimate dependentvariable in O*

Old approach ) achievingstated goals

roblem !ith goalattainment

#ould set easy goals

#ompany might achieve!rong goals


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Four !ers"ectives ofOrganizational Eectiveness

$takeholder erspective

%igh-erformance erspective

Organizational Learning

erspective

Open $ystems erspective

/O01 /eed to consider all four perspectives !henassessing a company’s eectiveness


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"en ys e#s!ers"ective

Organizations are comple2 systems that3live4 !ithin, and depend on, the e2ternalenvironment

0ective organizations5aintain a close 3+t4 !ith changing conditions

ransform inputs to outputs e6ciently and(e2ibly

7oundation for the other threeorganizational eectiveness perspectives


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8roducts&services

8$hareholderdividends

8#ommunitysupport

8aste&pollution

echnologicalsubsystem

5arketing &$ales

subsystem

roduction

subsystem

# u l t u r a l

s u b s y s t e m

subsystem

s u b s

y s t e

m

, u r c h a s i n g

s u b s y s t e m

Engineeringsubsystem

Accounting

subsystem

s u b s y s t e m

S o c i a l i z a t i o n s u b s y s t e m

s u b s y s t e

m89a!materials

8%umanresources

8'nformation

87inances

80:uipment

7eedback7eedback

s u b s y s t e

m

subsystem

s u b s

y s t e

m

5anagerial

subsystem

$ransfor#ing in"uts toout"uts

"en ys e#s!ers"ective

02ternal0nvironment


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Organizational Learning!ers"ective

An organization’s capacity toac:uire, share, use, and storevaluable kno!ledge

/eed to consider both stockand (o! of kno!ledge

$tock1 intellectual capital

7lo!1 org learning processesof ac:uisition, sharing, use,

and storage


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Intellectual %a"ital

Relationship

CapitalValue derived from satisfied

customers, reliable suppliers, etc.

Structural

CapitalKnowledge captured in systems and

structures

Human

CapitalKnowledge that people possess and

generate


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Organizational Learning!rocesses

Knowledge

Acquisition

Knowledge

Sharing

Knowledge

Use

Knowledge

Storage

• Learning

• Scanning

• Grafting

• Experimenting

• Communicating

• Info systems

• Internal learning

• raining

•!"ser#ing

• Awareness of$nowledge

• Sense ma$ing

%locating

$nowledge&

• Autonomy toapply $nowledge

• 'uman memory

• (ocumentation

• )ractices*ha"its

• (ata"ases


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Organizational &e#ory he storage and preservation ofintellectual capital

9etain intellectual capital by1

;eeping kno!ledgeable employees ransferring kno!ledge to others

ransferring human capital tostructural capital

$uccessful companies also unlearn


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'igh(!erfor#ance Work!ractices

orkplace practices that leverage thepotential of human capital

7our %s . 0mployee involvement?. @ob autonomy

. Bevelop competencies


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%or"orate Social )es"onsi*ilityat &$+

At 5/ "roup, Africa’s largest mobile Bays of D’ello #are4 program.

his photo sho!s 5/ employees painting schools during a

recent D’ello #are event.


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Stakeholder !ers"ective

$takeholders1 entities !hoaect or are aected by the+rm’s obEectives and actions

ersonalizes the open systems

perspective

#hallenges !ith stakeholderperspective1

$takeholders have con(ictinginterests

7irms have limited resources tosatisfy all stakeholder needs


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Stakeholders, -alues andEthics

Falues and ethics prioritizestakeholder interests

Falues

$table, evaluative beliefs, guide

preferences for outcomes orcourses of action in varioussituations

0thics

5oral principles&values,determine !hether actions areright&!rong and outcomes aregood or bad


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Stakeholders and %S)

$takeholder perspectiveincludes corporate socialresponsibility


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.lo*alization

0conomic, social, and cultural connectivity!ith people in other parts of the !orld

Bue to better communication and

transportation systems0ects of globalization on organizationsLarger markets, lo!er costs, more innovation

'ncreasing diversity'ncreasing !ork intensi+cation, less !ork-life

balance


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Increasing Workforce/iversity

$urface-level vs deep-level diversity

'mplications

*etter kno!ledge,decisions, representation,+nancial returns

5anage challenges ofdiversity


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E#erging E#"loy#ent)elationshi"s

ork&life balance5inimizing con(ict bet!een !ork and non!ork

demands

Firtual !orkHsing information technology to perform one’s Eob a!ay from the traditional physical !orkplace

elecommuting ) issues of social isolation,

emphasis on face time, employee self-motivated


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Organizational Behavior0nchors

$ystematic research anchorO* kno!ledge is built on systematic

research

0vidence-based management ) rely on

research evidence, not fads, untestedassumptions

5ultidisciplinary anchor5any O* concepts adopted from other

disciplines

O* develops its o!n theories, but scansother +elds

i i l h i


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Organizational Behavior0nchors con2t3

#ontingency anchorA particular action may have dierent

conse:uences in dierent situations

/eed to diagnose the situation and select

best strategy under those conditions

5ultiple levels of analysis anchor'ndividual, team, organizational level of

analysis

O* topics usually relevant at all threelevels of analysis


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Introduction tothe Field of Organizational

Behavior

Documents

Chapter 1 Slides - Organizational Behavior