Post on 28-Dec-2015
Marianne Marando
Week 1 – Applied Business Management
Course Introduction
What is Organizational Behaviour?
Winter 2007
Winter 2007
MRK360 – Applied Business Management
Our plan for today:A new course – why?IntroductionsReview course outlineCourse expectations and topical outline
Next Class: Chapter 1
Winter 2007
What is Organizational Behaviour?
1. What is organizational behaviour?2. What challenges do managers and employees face
in the workplace of the 21st century?3. How does knowing about organizational behaviour
make work and life more understandable?4. Isn’t organizational behaviour common sense? Or
just psychology?5. What are the building blocks to understanding
organizational behaviour?
Questions for Consideration
Winter 2007
Organizational Behaviour
. . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
Winter 2007
Why Do We Study OB?
To learn about yourself and how to deal with others
You are part of an organization now, and will continue to be a part of various organizations
Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
Some of you may want to be managers or entrepreneurs
Winter 2007
Group Exercise
In groups of three – try to group with people you don’t know
Introduce yourself to each otherThe BEST job you’ve ever hadThe WORST job you’ve ever had
You will be introducing each other to the class!
Winter 2007
Course Overview
Subject Outline/Topical Outline
EvaluationTests – 2 of them – 20% eachAssignments – 4 of them – 5% eachBusiness Plan – 25%Participation – 15%
Winter 2007
Assignments – 20%
Will be handed out and completed (usually) in class on the day indicated in the topical outline
Some will be completed in groups, some individual
If you are not in class – you won’t be in a group – you will not be able to submit the assignment
Will be based on the chapters and material covered in previous weeks – you will not be able to complete the assignment if you have not completed the readings!
Winter 2007
Participation – 15%
Participation DOES NOT equal attendance – so you can attend every single class and still score 0 on participation.
Participation is assessed by: Participation in class discussions Bringing relevant topics/newspaper
articles to class for class discussion Being prepared to discuss relevant
newspapers brought in by others/professor
Winter 2007
My Expectations
That you come to class preparedThat you participate, question and
discussThat you deliver things professionally
and on timeThat you have some fun
Winter 2007
What you can expect from me
Be here and preparedAvailable as a resource - quick response Fair evaluationOpen to your ideasCommitted to your successHave fun!
Marianne Marando
Chapter 1
Winter 2007
Exhibit 1-1 Challenges Facing the Workplace
Workplace
Organizational Level
• Productivity• Developing effective employees• Global competition• Managing in the global village
Group Level
• Working with others• Workforce diversity
Individual Level
• Job satisfaction• Empowerment• Behaving ethically
Winter 2007
Today’s Challenges in the Canadian Workplace
Challenges at the Individual LevelJob SatisfactionEmpowermentBehaving Ethically
Challenges at the Group LevelWorking With OthersWorkforce Diversity
Winter 2007
Today’s Challenges in the Canadian Workplace
Challenges at the Organizational LevelProductivityDeveloping Effective Employees
AbsenteeismTurnover Organizational Citizenship
Competition From the Global EnvironmentManaging and Working in a Global Village
Winter 2007
Productivity
ProductivityA performance measure including
effectiveness and efficiencyEffectiveness
Achievement of goalsEfficiency
The ratio of effective work output to the input required to produce the work
Winter 2007
Effective Employees
Absenteeism Failure to report to work
Turnover Voluntary and involuntary permanent withdrawal
from the organization
Organizational citizenship behaviour Discretionary behaviour that is not part of an
employee’s formal job requirements, but is helpful to the organization
Winter 2007
How Will Knowing OB Make a Difference?
For ManagersKnowing organizational behaviour can help
you manage well and makes for better corporations.
Managing people well leads to greater organizational commitment.
Finally, managing well may improve organizational citizenship.
Winter 2007
How Will Knowing OB Make a Difference?
For Individuals What if I’m not going to work in a large
organization? The theories generally apply to organizations of any size.
What if I don’t 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 other individuals and organizations as part of their work.
Winter 2007
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 follow orders.
OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church.
Winter 2007
Exhibit 1-3 Toward an OB Discipline
Social psychology
Psychology
Behavioural science
Contribution Unit ofanalysis
Output
Anthropology
Sociology
Political science
Study ofOrganizational
Behaviour
Organizationsystem
LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress
Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour
Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture
ConflictIntraorganizational politicsPower
Organizational cultureOrganizational environment
Behavioural changeAttitude changeCommunicationGroup processesGroup decision making
Group
Comparative valuesComparative attitudesCross-cultural analysis
Individual
Winter 2007
The Rigour of OB
OB looks at consistencies What is common about behaviour, and helps
predictability?
OB is more than common sense Systematic study, based on scientific evidence
OB has few absolutes OB takes a contingency approach
Considers behaviour in context
Winter 2007
Beyond Common Sense
Systematic StudyLooking at relationships, attempting to
attribute causes and effects and drawing conclusions based on scientific evidence
This means data are gathered under controlled conditions, and measured and interpreted in a reasonably rigorous manner—rather than relying on common sense.
Winter 2007
Exhibit 1-4The Layers of OB
The Organization
NegotiationConflictCommunicationGroups and teams
Power and politics
The Group
EmotionsValues and attitudesPerceptionPersonality
Motivating self and others
The Individual
ChangeOrganizational cultureDecision makingLeadership
Winter 2007
Summary and Implications
OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization.
OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
OB uses systematic study to improve predictions of behaviour.