ob fundamentals lec 1.ppt
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FUNDAMENTALS OFOrganizational Behaviour(O.B)
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Chapter 1 Outline Defining Organizational Behaviour
OB: Making Sense of Behaviour inOrganizations How Will Knowing OB Make a Difference? Todays Challenges in the Workplace
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What Is Organizational Behaviour?
1. What is organizational behaviour?
2. Isn t organizational behaviour common sense? Or just like psychology?
3. How does knowing about organizational behaviourmake work and life more understandable ?
4. What challenges do managers and employees facein the workplace of the twenty-first century?
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Organizational Behaviour A field of study that investigates the impact of
individuals, groups, and structure on behaviourwithin organizations; the aim is to apply suchknowledge toward improving organizationaleffectiveness.
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Why Do We Study OB? To learn about yourself and others To understand how the many organizations you
encounter work. To become familiar with team work To help you think about the people issues faced by
managers and entrepreneurs
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What Is an Organization? A consciously coordinated social unit:
composed of a group of people functioning on a relatively continuous basis to achieve a common goal or set of goals.
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The Building Blocks of OB Psychology
Sociology Social Psychology Anthropology
Political Science
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Exhibit 1-1Toward an OB Discipline
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The Rigour of OB OB Looks at Consistencies
What is common about behaviour, and helps predictability?
OB Looks Beyond Common Sense Systematic study, based on scientific evidence
OB Has Few Absolutes OB Takes a Contingency Approach
Considers behaviour in context
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Exhibit 1-2Research Methods in OB
Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour , 9th Edition, 2005, p. 4. Copyright 2005 John Wiley & Sons, Inc. Reprintedwith the permission of John Wiley & Sons, Inc.
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How Will Knowing OB Make aDifference? For Managers
Knowing organizational behaviour can help youmanage well and makes for better corporations.
Managing people well leads to greaterorganizational commitment.
Finally, managing well may improveorganizational citizenship.
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How Will Knowing OB Make aDifference? For Individuals
What if Im not going to work in a large organization?
The theories generally apply to organizations of anysize.
What if I dont want to be a manager? To some extent, the roles of managers and employees
are becoming blurred in many organizations. While self-employed individuals often do not act as
managers, they certainly interact with otherindividuals and organizations as part of their work.
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Bottom Line: OB Is For Everyone Organizational behaviour is not just for managers.
The roles of managers and employees are becoming
blurred in many organizations. Managers are increasingly asking employees to share in
their decision-making processes rather than simply followorders.
OB applies equally well to all situations in which youinteract with others: on the basketball court, at thegrocery store, in school, or in church.
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Exhibit 1-4Basic OB Model
Organization systems level
Group level
Individual level
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Today
s Challengesin our Workplace Challenges at the Individual Level
Individual Differences Job Satisfaction Motivation Empowerment Behaving Ethically
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Today
s Challengesin our Workplace Challenges at the Group Level
Working With Others Workforce Diversity
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Today
s Challengesin the our Workplace Challenges at the Organizational Level
Productivity Developing Effective Employees Putting People First Global Competition Managing and Working in a Multicultural World
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Today s Challengesin the our Workplace
Challenges at the Organizational Level Productivity
A performance measure includingeffectiveness and efficiency.
Effectiveness
The achievement of goals. Efficiency The ratio of effective work output to the input
required to produce the work.
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Developing Effective EmployeesOrganizational Citizenship Behaviour (OCB)
Discretionary behaviour that is not part of anemployees formal job requirements, but thatnevertheless promotes the effective functioningof the organization.
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Putting People First Putting people first generates a committed
workforce and positively affects the bottomline.
People will work harder when they feel theyhave more control and say in their work.
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How to Put People First Provide employment security. Hire well. Create self-managed teams. Pay well. Provide extensive training.
Reduce status differences. Share information about organizational
performance.
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Global Competition In recent years, Indian businesses have faced
tough competition from the United States,Europe, Japan, and even China, as well asfrom other companies within our borders.
To survive, they have had to reduce costs,
increase productivity, and improve quality.
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Managing and Working in aMulticultural World Managers and employees must become
capable of working with people from differentcultures: Multinational corporations are developing
operations worldwide. Companies are developing joint ventures with
foreign partners. Workers are pursuing job opportunities across
national borders.
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Summary and Implications1. What is organizational behaviour?
OB is a field of study that investigates the impact
that individuals, groups, and structure have on behaviour within an organization.2. Isnt organizational behaviour common sense? Or
just like psychology?
OB is built on contributions from a number of behavioural disciplines, including psychology,sociology, social psychology, anthropology, and
political science. It goes beyond common sense.
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Summary and Implications3. How does knowing about organizational behaviour
make work and life more understandable?
OB helps people manage well, and managing wellcan lead to greater organizational commitment byemployees.
4. What challenges do managers and employees face intodays workplace?
Each level of analysis the individual, the group,and the organization presents challenges.
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OB at Work
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For Review1. Define organizational behaviour. 2. What is an organization? Is the family unit an organization? Explain. 3. Behaviour is generally predictable, so there is no need to formally
study OB. Do you agree or disagree with this statement? Why?
4. What does it mean to say that OB takes a contingency approach in itsanalysis of behaviour?5. What are the three levels of analysis in our OB model? Are they
related? If so, how? 6. What are some of the challenges and opportunities that managers face
in todays workplace ? 7. Why is job satisfaction an important consideration for OB? 8. What are effectiveness and efficiency, and how are they related to
OB?
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For Critical Thinking
1. OB is for everyone. Build an argument to support thisstatement.
2. Why do you think the subject of OB might be criticized as being only common sense, when we would rarely hear sucha criticism of a course in physics or statistics? Do you thinkthis criticism of OB is fair?
3. On a scale of 1 to 10 measuring the sophistication of ascientific discipline in predicting phenomena, mathematical
physics would probably be a 10. Where do you think OBwould fall on the scale? Why?
4. Can empowerment lead to greater job satisfaction?
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Learning About Yourself Exercise1. Taking initiative 2. Goal setting 3. Delegating effectively 4. Personal productivity and
motivation 5. Motivating others 6. Time and stress management 7. Planning 8. Organizing 9. Controlling
10. Receiving and organizinginformation
11. Evaluating routine information 12. Responding to routine information
13. Understanding yourself and others14. Interpersonal communication15. Developing subordinates16. Team building17. Participative decision making18. Conflict management19. Living with change20. Creative thinking21. Managing change
22. Building and maintaining a power base
23. Negotiating agreement andcommitment
24. Negotiating and selling ideas
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Learning About Yourself
Scoring Key
Director: 1, 2, 3 Mentor: 13, 14, 15 Producer: 4, 5, 6 Facilitator: 16, 17, 18
Coordinator: 7, 8, 9 Innovator: 19, 20, 21
Monitor: 10, 11, 12 Broker: 22, 23, 24
Source: Created based on material from R. E. Qu inn, S. R. Faerman, M. P. Thompson, an d M. R. McGrath, Becoming A Master Manager: A Competency Framework (New York: John Wiley & Sons, Inc. 1990), Chapter 1.
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Breakout Group ExercisesForm small groups to discuss the following topics: 1. Consider a group situation in which you have worked. To what extent
did the group rely on the technical skills of the group members vs. theirinterpersonal skills? Which skills seemed most important in helping thegroup function well?
2. Identify some examples of worst jobs. What conditions of these jobsmade them unpleasant? To what extent were these conditions related to
behaviours of individuals?
3. Develop a list of organizational puzzles, that is, behaviour youveobserved in organizations that seemed to make little sense. As the term
progresses, see if you can begin to explain these puzzles, using yourknowledge of OB.
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Working With Others Exercise
This exercise asks you to consider the skills outlined in theCompeting Values Framework to develop an understanding ofmanagerial expertise. Steps 1 4 can be completed in 15 20minutes.
1. Using the skills listed in Learning About Yourself, identify the 4skills that you think all managers should have.
2. Identify the 4 skills that you think are least important for managersto have.
3. In groups of 5 7, reach a consensus on the most-needed and least-needed skills identified in Steps 1 and 2.
4. Using Exhibit 1-6 , determine whether your ideal managers wouldhave trouble managing in some dimensions of organizationaldemands.
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Exhibit 1-5Competing Values Framework
Flexibility
Control
I n t e
r n a
l F
o c u s E
x t er n
al F
o c u s
Source: Adapted from K. Cameron and R.E. Quinn, Diagnosing and ChangingOrganizational Culture: Based on theCompeting Values Framework (Reading,MA: Addison Wesley Longman, 1999).
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Competing Values Framework
Internal-External Dimension Inwardly, toward employee needs and concerns and/or production
processes and internal systems
or Outwardly, toward such factors as the marketplace, government
regulations, and the changing social, environmental, and technologicalconditions of the future
Flexibility-Control Dimension Flexible and dynamic, allowing more teamwork and participation; seeking
new opportunities for products and servicesor
Controlling or stable, maintaining the status quo and exhibiting lesschange
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Exhibit 1-6 Skills for Mastery in the
New WorkplaceFlexibility
Internal External
Control
Mentor Innovator
1. Understandingyourself and others
2. Interpersonalcommunication
3. Developingsubordinates
1. Team building
2. Participativedecision making3. Conflict
management
1. Receiving andorganizing information
2. Evaluatingroutine information
3. Responding toroutine information
1. Planning2. Organizing3. Controlling
1. Taking initiative2. Goal setting3. Delegating effectively
1. Personal productivityand motivation
2. Motivating others3. Time and stress
management
1. Building and maintaining
a power base2. Negotiating agreementand commitment
3. Negotiating andselling ideas
1. Living with change2. Creative thinking3. Managing change
Facilitator
Monitor
Director
Producer
Broker
Coordinator
Source : R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 86.
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Supplemental Material
Slides for activities I do in my ownclassroom
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Exercise
In groups of 6 Introduce yourselves.
Pick an interviewer. Decide on questions or topics you want interviewer to ask
me.
The interview Introduce interviewer to me and the class. Ask one question from your list (we will go around the
groups with one question at a time).
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