MNGT 5590Organizational Behavior
Week 1: Introduction/Chapter 1
Dr. George Reid
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1Chapter 1: Introduction tothe Field ofOrganizational Behavior
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Why Study OB?• Satisfy the need to understand and predict
• Helps us to test personal theories
• Influence behavior – get things done
• OB improves an organization’s financial health (how?)
• OB is for everyone (but the buck stops with MANAGEMENT)
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Organizational Behavior
MNGT 5590 Dr. Reid4
Task Behaviors
Relationship Behaviors
Business Goals
Ground Rules for Business
1. Begin on time
2. Participate and share your ideas (points)
3. Encourage others to learn and participate
4. Ask questions if you do not understand (during class; in private only if private matter)
5. Listen to others without being evaluative
6. No sidebar conversations– share it
7. No cell phone/texting in class (ring off/go outside)
8. Other rules as may be necessary to maintain a productive learning environment!
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Week Topics/Activities/Assignments (schedule subject to adjustment) Chapter in Text
1 Introduction to the Field of Organizational BehaviorMajor Case: Introduction
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2 Case #1: Analysis Due (50 pts)Individual Behavior, Values, and PersonalityPerception and Learning in OrganizationsWorkplace Emotions, Attitudes & StressMajor Case: Analysis in Teams
234
3 Foundations of Employee Motivation Applied Performance Practices Major Case: Planning for Data CollectionMajor Case: Analysis Paper Due (100 pts)
56
4 Case #2: Analysis Due (50 pts)Major Case: Data Collection/Discovery
N/A
5 Midterm Examination (Chapters 1-6) (200 pts)Major Case: Summarize DataDecision Making and CreativityTeam DynamicsCommunicating in Teams and Organizations
789
6 Case #3: Analysis Due (50 pts)Power and Influence in the WorkplaceConflict and Negotiation in the Workplace Leadership in Organizational SettingsMajor Case: Feedback/report planning
101112
7 Case #4: Analysis Due (50 pts)Major Case: Feedback Presentations (100 pts)
N/A
8 Organizational Structure Organizational CultureOrganizational ChangeMajor Case: Final Report Paper Due (100 pts)
131415
9 Final Examination (Chapters 1 – 15) (200 pts)
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Attendance* and participation 100 points = 10%
Case Studies – Analysis (4 x 50 pts.) 200 points = 20%
Major Case: (Participation: 100 pts., Analysis Paper: 100 pts., Final report: 100 pts.
300 points = 30%
Midterm Exam 200 points = 20%
Final Exam 200 points = 20 %
TOTAL 1000 points =100%
*One class only may be made-up, if missed for any reason.
Grading
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Quicken Loans
Quicken Loans has become one of America’s most successful companies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.
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Organizational Behavior and OrganizationsOrganizational behavior
The study of what people think, feel, and do in and around organizations
OrganizationsGroups of people who work interdependently
toward some purposeCollective sense of purposeVarious types of structures and communication
systems
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Why Study OB?To understand and predict
Helps us to test/improve personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone
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Organizational EffectivenessThe ultimate dependent
variable in OB
Old approach – achieving limited goals
Problem with goal attainmentCould set easy goalsCompany might achieve
wrong goals
Drag picture to placeholder or click icon to add
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Four Perspectives of Organizational Effectiveness
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
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Open Systems PerspectiveOrganizations are complex systems that
“live” within, and depend on, the external environment
Effective organizationsMaintain a close “fit” with changing conditionsTransform inputs to outputs efficiently and
flexibly
Foundation for the other three organizational effectiveness perspectives
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•Products/services
•Shareholder dividends
•Community support
•Waste/pollution
Technological subsystem
Marketing /Sales
subsystem
Production
subsystem
Cultural
subsystem
subsystem
subsyste
m
Purchasing
subsystem
Engineering
subsystem
Accounting
subsystem
subsyst
em
Socialization subsystem
subs
yste
m
•Raw materials
•Human resources
•Information
•Finances
•Equipment
FeedbackFeedback
subsyste
m
subsystem
subsy
ste
m
Managerial
subsystem
Transforming inputs to outputs
Open Systems Perspective
External Environment
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Organizational Learning Perspective
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledgeStock: intellectual capitalFlow: org learning processes
of acquisition, sharing, use, and storage
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Intellectual Capital
Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
StructuralCapital
Knowledge captured in systems and structures
HumanCapital
Knowledge that people possess and generate
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Organizational Learning Processes
Knowledge Acquisition
Knowledge Sharing
KnowledgeUse
Knowledge Storage
• Learning
• Scanning
• Grafting
• Experimenting
• Communicating
• Info systems
• Internal learning
• Training
• Observing
• Awareness of knowledge
• Sense making (locating knowledge)
• Autonomy to apply knowledge
• Human memory
• Documentation
• Practices/habits
• Databases
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Organizational MemoryThe storage and preservation of
intellectual capital
Retain intellectual capital by:Keeping knowledgeable employeesTransferring knowledge to othersTransferring human capital to
structural capital
Successful companies also unlearn
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High-Performance Work Practices
Workplace practices that leverage the potential of human capital
Four HPWPs (likely others)1. Employee involvement2. Job autonomy 3. Develop competencies (training, selection)4. Performance-based rewards
Need to “bundle” them – work best together
Case B1: Wood Art
© 2010 The McGraw-Hill Companies, Inc. All rights reservedMcShane/Von Glinow OB 5e20
Mgr. Q & CS
General Mgr.
SupvSupv
Pat: Gen Manager
Workers
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Case Example: Analysis
What is What should be
How to get there?
Current INPUTS: Current PROCESSES: Current OUTPUTS:
Desired INPUTS: Desired PROCESSES: Desired OUTPUTS:
•Describe the nature of communication between the supervisor, Pat, and her workers:
•How would you describe Pat’s management style?
•What suggestions can the Supervisor of Quality and Customer Service make to assist Pat in achieving Productivity, Quality AND Safety goals?
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Corporate Social Responsibility at MTN
At MTN Group, Africa’s largest mobile (cell) phone company, employees help the community and environment through the company’s award-winning “21 Days of Y’ello Care” program. This photo shows MTN employees painting schools during a recent Y’ello Care event.
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Stakeholder PerspectiveStakeholders: entities who affect
or are affected by the firm’s objectives and actions
Personalizes the open systems perspective
Challenges with stakeholder perspective:Stakeholders have conflicting
interests, values, ethicsFirms have limited resources to
satisfy all stakeholder needs
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Stakeholders and CSRStakeholder perspective
includes corporate social responsibility (CSR)Benefit society and
environment beyond the firm’s immediate financial interests or legal obligations
Organization’s contract with society
Triple bottom lineEconomy, society,
environment
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GlobalizationEconomic, social, and cultural connectivity
with people in other parts of the world
Driven by better communication and transportation systems
Effects of globalization on organizationsLarger markets, lower costs, more innovationIncreasing diversityIncreasing work intensification, less work-life
balance (24/7 schedule)
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Increasing Workforce Diversity
Surface-level vs deep-level diversity
ImplicationsBetter knowledge,
decisions, representation, financial returns
Manage challenges of diversity (e.g. teams, conflict)
Ethical imperative of diversity
Drag picture to placeholder or click icon to add
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Emerging Employment Relationships
Work/life balance Minimizing conflict between work and nonwork
demands
Virtual workUsing information technology to perform one’s
job away from the traditional physical workplaceTelecommuting – issues of social isolation,
emphasis on face time, employee self-motivated
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Organizational Behavior Anchors
Systematic research anchorOB knowledge is built on systematic
researchEvidence-based management – rely on
research evidence, not fads, untested assumptions
Multidisciplinary anchorMany OB concepts adopted from other
disciplinesOB develops its own theories, but scans
other fields
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Organizational Behavior Anchors (con’t)
Contingency anchorA particular action may have different
consequences in different situationsNeed to diagnose the situation and select
best strategy under those conditions
Multiple levels of analysis anchorIndividual, team, organizational level
of analysisOB topics usually relevant at all three
levels of analysis
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Preview:Case: S-Tech Global Security Systems
Fire & intrusion alarms, video surveillance
Offices in 7 countries,1200 employees
Founded 1990 in Italy; purchased by Chris Huang – moved HQ to Shanghai
Wants to implement ERP System (integrated IT functions)
S-Tech Global Security Systems
Chris Huang, CEO
Terry Chen, Director, Field Operations
Pat Wang, Director, Scheduling & Planning
Sandy Zhang, Director, Sales & Marketing
Sam Wu, Director, Electronics Design & Development
Dates and my responsibilities:
Prelim Analysis_______Week 2 ________
Plan interviews: _______Week 3 _______
Conduct interviews: ____Week 4_______
Summarize data: _______Week 5_______
Plan for feedback ______Week 6_______
Feedback presentations: ____Week 7____
This case: Individual assignments due:
Individual analysis paper: _____Week 3_____
Final report paper: _________Week 8______
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For Next Week (Sunday 11th)Chapters 2 – 3 – 4
Read S-Tech Case. You are the OB consultants helping with Readiness for ERP
Take Notes to Analyze S-Tech Case. Complete IPO Table X 6 (Current>Future)
Comment on communication and leadership. Do not make recommendations at this time. Instructor will review notes for accountability