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OB1105 - Ch 1

Introduction
by

Anthony Okuchi

on 18 April 2017

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Transcript of OB1105 - Ch 1

The study of what people think, feel, and do in and around organizations
Organizational Behaviour
Organizations
Groups of people who work interdependently toward some purpose
Structured patterns of interaction
Coordinated tasks
Organizations have a purpose (even if not fully agreed)
Everyone needs to work with other people to get work done.
The Reason...
Other key points
Satisfy the need to understand and predict
Helps us to test personal theories
Influence behaviour – get things done
OB improves an organization’s financial health
OB is for everyone
The benefits create companies that...
have the best, and engaged employees
are adaptable to change
have reduced organizational conflict
have better operating efficiency
use 'best places to work' to create higher stock market performance.
+ it will teach you to be a better manager, and peer with other employees...
The Value
New
Only the guy who isn't rowing has time to rock the boat.

Jean Paul Sarte
L01
Pg2
Goal Orientated
Effective organizations focus on achieving their goals.
Companies could set easy goals
Some goals too abstract to know if achieved
Company might achieve goals but go out of business by achieving wrong goals
Failure
L02
Pg4
Overcoming Resistance
Structure
Individual
Teams
Making it happen
Ch 7, 10, 11, 12, 15
Ch 2 & 3
Ch 8 & 9
Ch 4, 5, & 6
Inputs
Outputs
The Industrial Age
The Creative Age
The Information Age
70's
80's
60's
90's
00's
10's
20's
mid 1800's
Raw Materials
Human Resources
Information
Financial Resources
Equipment
Subsystems (i.e. HR, Marketing, Finance, IT, Procedures, Policies, Infrastructure, etc.)
Products/Serivices
Employee behaviours
Profits/Losses
Waste/Polution
Social Impact
Stronger communitites
Open systems perspective where an organization 'lives' within its external environment
External environment
External environment
External environment
Employee's viewed as 'hands'
12 to 14 hour days was standard, up to 19 hours
Safety was not a consideration
Children were often employed at a young age
Examples of children at the age of 6 are cited
Mill fever caused by inhalation of dust and pollution was common
Organizational behaviour during the industrial age
Old
The Agricultural Age
Failures occur as information gets lost, resources are hoarded by one department, communication gets misinterpreted, coordination is mismatched
Productivity is high when everything is working
Work
The Knowledge Age
Rise of
unionization
L2 -5
Pg 6 - 10
The Stone Age
Four perspectives
Fits within current management theories based on four perspectives

Open systems:
they have a good fit with their external environment

High-performance work practices:
their internal subsystems are configured for a high-performance workplace

Organizational learning:
they are learning organizations

Stakeholder:
they satisfy the needs of key stakeholders

NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
Constantly adapt to changing conditions
L03
Pg 5 - 6
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, and use
Intellectual Capital
Organizational Learning Process
Knowledge Acquisition
Knowledge Sharing
Knowledge Use
Learning
Scanning
Grafting
Extracting information and ideas from its environment as well as through insight
Communication
Training
Info systems
Observation
Distributing knowledge throughout the organization
Awareness
Sensemaking
Autonomy
Empowerment
Applying knowledge to organizational processes in ways that improves the organization’s effectiveness
Examples in practice
Hiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
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
High Performance Work Practices (HPWPs)
3rd Principle
2nd Principle
1st Principle
The Bronze Age
The Iron Age
Management
principles
passed on by apprenticeship
HPWPs are internal systems and structures that are associated with successful companies
Employees are competitive advantage
Value of employees increased through specific practices.
Maximum benefit when org practices are bundled
High Performance Work Practices (HPWPs)
No consensus, but HPWPs include:
Employee involvement and job autonomy (and their combination as self-directed teams).
Employee competence (training, selection, etc.).
Performance-based rewards
Stakeholder Perspective
Stakeholders: any entity who affect or is affected by the firm’s objectives and actions
Personalizes the open systems perspective
Identifies social entities in the environment
Stakeholder relations are dynamic
Problem:
Stakeholders have conflicting interests
Firms have limited resources
4th Principle
L04
Pg 7 - 8
L05
Pg8 - 10
Values Driven Organization
Values and ethics prioritize stakeholder interests
Values
Stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations
Ethics
Moral principles/values, determine whether actions are right/wrong and outcomes are good or bad
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 (People, Planet, Profit)
Critics comment that its a causal connection, focuses too heavily on satisfying employees and that management is often reluctant to give up power.
Individual Behaviour
L06
Pg10- 12
Types of Work-Related Behaviour
Maintaining work attendance
Attending work at required times
Task Performance
Organization Citizenship
Joining/staying with the organization
Counter-productive work behaviours
Voluntary behaviours that potentially harm the organization
Agreeing to employment relationship; remaining in that relationship
Contextual performance – cooperation and helpfulness beyond required job duties
Goal-directed behaviours under person’s control
Contemporary Challenges
Globalization
Increasing Workforce Diversity
Emerging Employment Relationships
work/life balance
Virtual work
10%
increased creativity
better decision making
Not easy, take longer to perform effectively
Communication problems
higher turnover, and morale problems
Anchors of OB Knowledge
Multidisciplinary Anchor - import knowledge from many disciplines

Systematic research Anchor - use systematic research methods

Contingency Anchor - theory should recognize that effects of actions often vary with the situation

Multiple levels of analysis Anchor - OB knowledge should include three levels of analysis; individual, team, and organization
Pg16 - 17
L09
Agenda
Introductions - 40min
Why Study OB - 20min
The four contemporary principles of OB - 45min
Break
Individual Behaviour - 5min
Contemporary Challenges - 5 min
Anchors in OB Knowledge - 5 min
Case Study Method - 30min
Team Assignments - 15min
Outcome
Understand the value of OB
The four foundations of OB
The context which OB operates within
Know understand how you'll be assessed
Meet your teammates
The End
Ch 1
Ideas
Big and....
... small
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.
High-Performance Work Practices
Stakeholders
Open Systems
Instructor Contract
Commit to responding to your emails within 24 hours.
Loading marks within one week of assignments.
Providing counter-points, alternative perspectives, and optional readings.
Using a mix of articles, video, and current events to establish key concepts
Doing our best to add value to your learning experience
Promise to make fun of ourselves
Student Contract
Attendance
Participating
Reading the chapter in advance of class when you can
Watching the news on companies that relate to people issues
Practicing these concepts within your teams in a safe environment
Knowledge Storage
Human memory

Documentation

Practices/habits

Databases
Full transcript