commerce 2ba3 organizational behaviour class 1 o.b. introduction, definition, history dr. christa...
TRANSCRIPT
COMMERCE 2BA3 ORGANIZATIONAL
BEHAVIOURClass 1
O.B. Introduction, Definition, History
Dr. Christa Wilkin
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Agenda
Introductions Icebreaker Course overview Introduction to OB Contemporary management concerns
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Introductions
About your instructor PhD from Mac CHRP (certified human resources
professional) Experience in HR; taught 2BA3 last spring
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Icebreaker
What do we have in common? Break into groups of four to five people Find two things in common with each other
E.g., food likes, sports, music, TV shows, hobbies
Rule: The thing in common can’t be that you are a Mac student taking 2BA3
Pick a spokesperson who will introduce the group members and tell the class what they have in common
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Course Overview
Text available at the McMaster Bookstore:
Organizational Behaviour: Understanding and Managing Life at Work (8th Edition), by Gary Johns and Alan Saks (Prentice Hall)New: ~ $130.75 Used: ~ $98.10
Format: Combination of lectures and in-class exercises
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How to find me…
Contact info: Email: [email protected] Website: http://www.business.mcmaster.ca/courses/com2BA3/austincl/ Office phone: 525-9140 x 26167 Office hours: By appointment
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How to Find Your TA...
Chun-Hsiao (Darren) Wang E-mail: [email protected] Office phone: 905-525-9140 ext. 26359
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Grading
Group Assignment (25%) due week 6 Random assignment to group of 3 to 4 Watch movie and apply three OB theories
Mid-term (35%) in week 4 Multiple-choice questions
Final exam (35%) in week 7 Same format as mid-term
Participation (5%) Demonstrate engagement with the course
material
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Course Topics Ch 1: O.B. Introduction, Definition, History Ch 2: Personality & Learning Ch 3: Perception, Attribution, Judgment Ch 4: Values, Attitudes & Work Behaviour Ch 5: Theories of Work Motivation Ch 6: Motivation in Practice Ch 7: Groups and Teamwork Ch 8: Influence, Socialization, Culture Ch 9: Leadership
Ch 10: Communication Ch 11: Decision Making Ch 12: Power, Politics and Ethics Ch 13: Conflict & Stress Ch 14: Organizational Structure Ch 15: Environment, Strategy, Technology Ch 16: Change, Development, Innovation
MID-TERM
FINAL EXAM
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Expectations
What I expect of you Attendance. I expect you to attend every
class. Participation. Strongly encouraged Group work. Formed during the second week
of classes What to expect from me Lecture notes will be posted by Saturday of
each week Exams will be based on text and lecture notes;
so even if we don’t review it in the lecture, if it is in the text, it is fair game
Available after class or by appt. Use practical examples to highlight relevance
of theories
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QUESTIONS?
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CH 1: INTRODUCTION TO OB
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Organizational Behavior (OB)
The attitudes and behaviours of individuals and groups in organizations
Why study OB? Effective and competitive organizations Help you to retain the people who came up
with the good ideas Useful in any job, organization, industry,
anywhere
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Organizational Behavior (OB)
OB theories have widespread applications
Knowing these theories can help you to: Evaluate “solutions” proposed by
consultants and managers Solve new problems and adapt to new
situations Stay “current” in your field
Evidence-based management is crucial
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Evolution of OB
Classical View (Early 1900s) Attempts to prescribe the “correct” way to
manage an organization and achieve its goals
High specialization of labour (each dept tended to its own business, and decision making was centralized)
Bureaucracy Max Weber Strict chain of command, detailed rules, high specialization,
centralized power, and selection and promotion based on technical competence
Scientific Management Frederick Taylor Use of careful research to determine degree of specialization
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Evolution of OB
Human Relations Movement Hawthorne Studies – research conducted at
the Hawthorne plant of Western Electric in the 1920s that examined how psychological and social processes affect productivity
How physical environment affects productivity
Effect of interest being shown in them Advocates management styles that are
more participative and oriented towards employee needs
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Question
Which approach (classical or human relations) is better? Which approach would you use?
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Evolution of OB
Where are we today??? The Contingency Approach
No one best way to manage Management style depends on the
demands of the situation
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What do Managers do?
Mintzberg Informational Roles: Ways the manager
receives and transmits information (e.g., attend workshop)
Interpersonal Roles: Establishing and maintaining interpersonal relations (e.g., mentor, discipline)
Decisional Roles: Deal with decision making (e.g,. conflicts)
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Quiz Question
The contingency approach to management suggests that:
A) Management style depends on the demands of the situation.
B) The best management style depends on the size of the organization.
C) Management style makes no difference.D) Management styles are constantly changing.E) One management style should work for all
individuals.
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CONTEMPORARY MANAGEMENT CONCERNS
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Focus on Quality, Speed, and Flexibility
Intense competition has given rise to the need for organizations to improve quality, speed, and flexibility.
This requires a high degree of employee involvement, commitment, and teamwork.
Organizational behaviour is concerned with these issues.
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Recruitment and Retention
A major challenge facing organizations today is the recruitment and retention of skilled employees.
Canadian organizations face severe shortages of labour in the coming years and many are already having trouble hiring and retaining employees.
Question: Why do you think this is the case? Organizational behaviour can help companies
improve their recruitment and retention and become an employer of choice.
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Workplace Diversity
More women in workforce and professions
Different needs of Gen-X/Gen-Y and baby-boomers
Diversity has advantages, but firms need to adjust
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Employee-Employer Relationships
Employability “New deal” relationship Continuously learn new skills
Contingent work No contract for LT employment Minimum hours of work vary
Consequences Decreased trust, lower morale, decline in
job satisfaction, increased stress, absenteeism on the rise
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QUESTIONS?
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Summary
OB has widespread applications Evolution of OB Classical Human Relations
Contingency Managers have different roles
Receive and transmit information Interact with people Make decisions
Contemporary Concerns
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For Next Class
Read chapters two and three *** Remember your namecard ***
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