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Transcript of 01_OB_Introduction
design by Dóri Sirály for Prezi
The course aims at introducing students to the core principles of Organizational Behavior (OB). The course recognizes that to provide students with a strong foundation in OB that it is necessary for them to have a strong understanding of the theoretical foundations of the subject.
On completion of this course a student should have obtained:
An understanding of the theoretical foundations of organization behavior
An ability to apply the theories to real world situations, to help manage/improve organizational cultures and at the same time maintain company performance.
1. Understand what organizations are, what they are comprised of and how they differ in structure;
2. Establish the foundations of human psychology as they relate to an organization and the behavior of individuals in an organization;
3. Demonstrate the natural dynamics that exist within an organization, underpinning the importance of OB as a tool to manage organizational change; and
4. Show how the tools of OB can be used to sustain and even improve the performance outcomes of an organization
The topics and issues covered in this course provide the student with a strong foundation of the fundamentals of OB that will help them in all of their future studies and subsequent career.
Established the course outline
Outlined the theoretical foundations of organizational behavior
Summary of learning outcomes
The course can be summarized into four components:
The course broadly follows the topics outlined in Fred Luthans
Organizational Behavior: An Evidence-Based Approach
(2011) 12th edition:
1. Environmental and organizational context
2. Cognitive processes of organizational behavior
3. Dynamics of organizational behavior
4. Managing and leading for high performance
Key course reading
Although organizational behavior is extremely complex and includes many inputs and dimensions, the cognitive, behavioristic, and social cognitive theories can be used to develop an overall framework.
The theoretical foundations of OB
I want you to show me your capaility and aptitude towards issues of organizational behavior
Group Term Paper
Attendance (zero tolerance)
Assessment for this class
2. Environmental context: globalization, diversity and ethics
3. Organizational context: Design and culture
4. Organizational context: Reward systems
5. Personality, perception and employee attittudes
6. Motivational needs, processes and applications
7. Positive organizational behavior and psychological capital
Broad topic outline
I will aim to diversify the delivery mechanism is much as posisble
Workshop sessions for greater interaction
Video snippets/contributed lectures for diversity
It helps to begin by motivating the need to understand organizations in the context of organizational change
The challenges facing management
Undergoing a paradigm shift
A new perspective for management
These innovative studies challenged perceptions on the importance of the working environment
A simple exercise importantly demonstrated a money consequence of altering the working environment for employees
From this more focused attention was placed on the study and analysis of work environments, the effects of which directly reflect within modern day workplaces
THE HAWTHORNE STUDIES
9. Communication and decision making
10. Stress and conflict
11. Power and politics
12. Groups and teams
13. Behavioural performance management
14. Effective leadership processes
15. Great leaders: Some evidence
OB in context
"Organizational behavior can be defined as the
understanding, prediction, and management of human
behavior in organizations."
-- The language of OB is more 'abstract' than some other areas
A basic overview of the theories
The cognitive framework
cognitive approach emphasizes
aspects of human behavior and uses concepts such as expectancy, demand, and intention.
, which is the basic unit of the cognitive framework, can be
simply defined as the
act of knowing
an item of information.
Under this framework,
cognitions precedes behavior
and constitutes input into the persons thinking, perception, problem solving, and information processing.
Edward Tolman found that animals learned to expect that certain events would follow one another.
B. F. Skinner:
"found through his
experiments that the consequences of a response could better explain most behaviors than eliciting stimuli could.”
He emphasized the importance of the
response-stimulus (R-S) relationship
does not cause the behavior in operant conditioning; it
serves as a cue to emit the behavior
Skinner therefore Introduces the element of learning, beyond the simple concept of memory of Tolman
The Social cognitive framework
From social learning to a social cognitive theory
The more recent extensions consider the fact that individuals can self regulate behaviour
The key element here is the more explicit dynamic interaction with other members of the organization
David C. Broadstock
To be confirmed...
Overnight - to present in tomorrow mornings class:
Who is your favorite leader from business? Why...?
[choose one only]
Who else do you draw inspiration from and why?
[May be more than one]