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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.,Introduction tothe Field ofO,Quicken Loans,Quicken Loans has become one of Americas most successful
2、 companies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.,Quicken LoansQuicken Loans has,Organizational Behavior and Organizations,Organizational behaviorThe study of what people think, feel, and do in and around organization
3、sOrganizationsGroups of people who work interdependently toward some purposeCollective entitiesCollective sense of purpose,Organizational Behavior and Or,Why Study OB?,Satisfy the need to understand and predictHelps us to test/improve personal theoriesInfluence behavior get things doneOB improves an
4、 organizations financial healthOB is for everyone,Why Study OB?Satisfy the need,Organizational Effectiveness,The ultimate dependent variable in OBOld approach achieving stated goalsProblem with goal attainmentCould set easy goalsCompany might achieve wrong goals,Organizational EffectivenessTh,Four P
5、erspectives 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 companys effectiveness,Four Perspectives of Organiza,Open Systems Perspective
6、,Organizations are complex systems that “live” within, and depend on, the external environmentEffective organizationsMaintain a close “fit” with changing conditionsTransform inputs to outputs efficiently and flexiblyFoundation for the other three organizational effectiveness perspectives,Open System
7、s PerspectiveOrgani,Products/servicesShareholder dividendsCommunity supportWaste/pollution,Technological subsystem,Marketing /Sales subsystem,Production subsystem,Culturalsubsystem,subsystem,subsystem,Purchasing subsystem,Engineering subsystem,Accounting subsystem,subsystem,Socialization subsystem,s
8、ubsystem,Raw materialsHuman resourcesInformationFinancesEquipment,Feedback,Feedback,subsystem,subsystem,subsystem,Managerial subsystem,Transforming inputs to outputs,Open Systems Perspective,External Environment,Products/servicesTechnological,Organizational Learning Perspective,An organizations capa
9、city to acquire, share, use, and store valuable knowledgeNeed to consider both stock and flow of knowledgeStock: intellectual capitalFlow: org learning processesof acquisition, sharing, use, and storage,Organizational Learning Perspe,Intellectual Capital,Relationship Capital,Value derived from satis
10、fied customers, reliable suppliers, etc.,StructuralCapital,Knowledge captured in systems and structures,HumanCapital,Knowledge that people possess and generate,Intellectual CapitalRelationsh,Organizational Learning Processes,Knowledge Acquisition,Knowledge Sharing,KnowledgeUse,Knowledge Storage,Lear
11、ningScanningGraftingExperimenting,CommunicatingInfo systemsInternal learning TrainingObserving,Awareness of knowledgeSense making (locating knowledge)Autonomy to apply knowledge,Human memoryDocumentationPractices/habitsDatabases,Organizational Learning Proces,Organizational Memory,The storage and pr
12、eservation of intellectual capitalRetain intellectual capital by:Keeping knowledgeable employeesTransferring knowledge to othersTransferring human capital tostructural capitalSuccessful companies also unlearn,Organizational MemoryThe stora,High-Performance Work Practices,Workplace practices that lev
13、erage the potential of human capitalFour HPWPs (likely others)Employee involvementJob autonomy Develop competencies (training, selection)Performance-based rewardsNeed to “bundle” them work best together,High-Performance Work Practice,Corporate Social Responsibility at MTN,At MTN Group, Africas large
14、st mobile (cell) phone company, employees help the community and environment through the companys award-winning “21 Days of Yello Care” program. This photo shows MTN employees painting schools during a recent Yello Care event.,Corporate Social Responsibilit,Stakeholder Perspective,Stakeholders: enti
15、ties who affect or are affected by the firms objectives and actionsPersonalizes the open systems perspectiveChallenges with stakeholder perspective:Stakeholders have conflicting interestsFirms have limited resources to satisfy all stakeholder needs,Stakeholder PerspectiveStakeho,Stakeholders: Values
16、 and Ethics,Values and ethics prioritize stakeholder interestsValuesStable, evaluative beliefs, guide preferences for outcomes or courses of action in various situationsEthicsMoral principles/values, determine whether actions are right/wrong and outcomes are good or bad,Stakeholders: Values and Ethi
17、c,Stakeholders and CSR,Stakeholder perspective includes corporate social responsibility (CSR)Benefit society and environment beyond the firms immediate financial interests or legal obligationsOrganizations contract with societyTriple bottom lineEconomy, society, environment,Stakeholders and CSRStake
18、holde,Globalization,Economic, social, and cultural connectivity with people in other parts of the worldDue to better communication and transportation systemsEffects of globalization on organizationsLarger markets, lower costs, more innovationIncreasing diversityIncreasing work intensification, less
19、work-life balance (24/7 schedule),GlobalizationEconomic, social,Increasing Workforce Diversity,Surface-level vs deep-level diversityImplicationsBetter knowledge, decisions, representation, financial returnsManage challenges of diversity (e.g. teams, conflict)Ethical imperative of diversity,Increasin
20、g Workforce Diversity,Emerging Employment Relationships,Work/life balance Minimizing conflict between work and nonwork demandsVirtual workUsing information technology to perform ones job away from the traditional physical workplaceTelecommuting issues of social isolation, emphasis on face time, empl
21、oyee self-motivated,Emerging Employment Relationsh,Organizational Behavior Anchors,Systematic research anchorOB knowledge is built on systematic researchEvidence-based management rely on research evidence, not fads, untested assumptionsMultidisciplinary anchorMany OB concepts adopted from other disc
22、iplinesOB develops its own theories, but scans other fields,Organizational Behavior Anchor,Organizational Behavior Anchors (cont),Contingency anchorA particular action may have different consequences in different situationsNeed to diagnose the situation and select best strategy under those conditionsMultiple levels of analysis anchorIndividual, team, organizational level of analysisOB topics usually relevant at all three levels of analysis,Organizational Behavior Anchor,Introduction tothe Field ofOrganizational Behavior,1-23,Introduction tothe Field ofO,
