2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 11Introduction Introduction to the field of to the field of organisational organisational behaviourbehaviour

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22

Chapter learning objectivesChapter learning objectives

1. Define organisational behaviour.

2. Identify three reasons for studying organisational behaviour.

3. Describe five trends in organisational behaviour.

4. Identify the five anchors on which organisational behaviour is based.

5. Diagram an organisation from an open systems view.

6. Define knowledge management and intellectual capital.

7. Identify three that organisations acquire knowledge.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33

ComputershareComputershare andand org behaviourorg behaviour

Computershare Ltd has

leveraged the power of

organisational behaviour

to become one of

Australia’s leading high

technology companies. Courtesy of Computershare Ltd

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44

What are organisations?What are organisations?What are organisations?What are organisations?

Groups of people who work interdependently toward some purpose

structured patterns of interaction

coordinated tasks

work toward some purpose Courtesy of Computershare Ltd

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55

OrganisationalOrganisationalbehaviourbehaviourresearchresearch

UnderstandUnderstandorganisationalorganisational

eventsevents

PredictPredictorganisationalorganisational

eventsevents

InfluenceInfluenceorganisationalorganisational

eventsevents

Why study organisational behaviour?Why study organisational behaviour?

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66

Trends: globalisationTrends: globalisation

Global companiesextend their activities to other parts of the world

actively participate in other markets

compete against firms in other countries

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77

Trends: globalisationTrends: globalisation

Implications of globalisation new organisational

structures

different forms of communication

more competition, change, mergers, downsizing, stress

need more sensitivity to cultural differences

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88

Trends: changing workforceTrends: changing workforce

Primary and secondary 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 through cultural awareness

family-friendly policies

empowerment

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99

Trends: employment relationshipTrends: employment relationship

Employability employees perform many tasks, not a specific

job

Casual work no explicit or implicit contract for long-term

employment

Telecommuting working from home, usually with a computer

connection to the office

Virtual teams operate across space, time and organisational

boundaries; mainly communicate through electronic technologies

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010

Trends: information technologyTrends: information technology

Affects how employees interact virtual teams telecommuting

Affects how organisations are configured network structures alliance of several organisations

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111

Trends: values and ethicsTrends: values and ethics

Values stable, long-lasting beliefs about what is

important personal, cultural, organisational, professional

Importance of values globalisation more awareness of different

values values replacing command and control more emphasis on ethical business conduct

Ethics moral principles/values determine whether

actions are right/wrong and outcomes are good/bad

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212

OrganisationalOrganisationalbehaviourbehaviouranchorsanchors

MultidisciplinaryMultidisciplinaryanchoranchor

SystematicSystematicresearchresearchanchoranchor

ContingencyContingencyanchoranchor

Open systemsOpen systemsanchoranchor

Multiple levelsMultiple levelsof analysisof analysis

anchoranchor

Organisational behaviour anchorsOrganisational behaviour anchors

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313

FeedbackFeedback FeedbackFeedback

OutputsOutputsInputsInputs

SubsystemSubsystemSubsystemSubsystem

SubsystemSubsystem SubsystemSubsystem

OrganisationOrganisation

Open systems anchor of OBOpen systems anchor of OB

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414

Knowledge management definedKnowledge management defined

Any structured activity that improves an organisation’s capacity to acquire, share and use knowledge for its survival and success.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515

Intellectual capitalIntellectual capital

Human capital knowledge that employees possess and generate

Structural capital knowledge captured in systems and structures

Relationship capital value derived from satisfied customers, reliable suppliers and others

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616

Knowledge mgt at BillabongKnowledge mgt at Billabong

Billabong, the

Queensland-based surf

wear company,

practises knowledge

acquisition by

employing people who

live that lifestyle.Courtesy of Billabong

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717

Knowledge management processesKnowledge management processes

Knowledge acquisitiongrafting learningexperimentation

Knowledge sharing communication communities of practice

Knowledge useawareness freedom to apply knowledge

Courtesy of Billabong

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818

Organisational memoryOrganisational memory

The storage and preservation of intellectual capital

Retain intellectual capital by keeping knowledgeable employees transferring knowledge to others transferring human capital to structural capital

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919

Overview of the next chapterOverview of the next chapter

MARS model of individual behaviour and performance

Types of work-related behaviour

Features of behaviour modification

Elements of effective feedback

Features of social learning theory

Kolb’s model of experiential learning

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 11Introduction Introduction to the field of to the field of organisational organisational behaviourbehaviour