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OB1105 - Ch 1
Transcript of OB1105 - Ch 1
Groups of people who work interdependently toward some purpose
Structured patterns of interaction
Organizations have a purpose (even if not fully agreed)
Everyone needs to work with other people to get work done.
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...
Only the guy who isn't rowing has time to rock the boat.
Jean Paul Sarte
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
Making it happen
Ch 7, 10, 11, 12, 15
Ch 2 & 3
Ch 8 & 9
Ch 4, 5, & 6
The Industrial Age
The Creative Age
The Information Age
Subsystems (i.e. HR, Marketing, Finance, IT, Procedures, Policies, Infrastructure, etc.)
Open systems perspective where an organization 'lives' within its 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
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
The Knowledge Age
Pg 6 - 10
The Stone Age
Fits within current management theories based on four perspectives
they have a good fit with their external environment
High-performance work practices:
their internal subsystems are configured for a high-performance workplace
they are learning organizations
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
Pg 5 - 6
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
Organizational Learning Process
Extracting information and ideas from its environment as well as through insight
Distributing knowledge throughout the organization
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
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)
The Bronze Age
The Iron Age
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.).
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
Stakeholders have conflicting interests
Firms have limited resources
Pg 7 - 8
Pg8 - 10
Values Driven Organization
Values and ethics prioritize stakeholder interests
Stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations
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.
Types of Work-Related Behaviour
Maintaining work attendance
Attending work at required times
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
Increasing Workforce Diversity
Emerging Employment Relationships
better decision making
Not easy, take longer to perform effectively
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
Introductions - 40min
Why Study OB - 20min
The four contemporary principles of OB - 45min
Individual Behaviour - 5min
Contemporary Challenges - 5 min
Anchors in OB Knowledge - 5 min
Case Study Method - 30min
Team Assignments - 15min
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
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
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
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