01 ob introduction

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Organisational BehaviourOrganisational Behaviour

Week 1Week 1-- 10/09/200810/09/2008

Slides available at:http://202.205.89.79/download/



L

ecture planL

ecture planStructure of the courseStructure of the course

Issues to explore in the courseIssues to explore in the course

Historical overviewHistorical overview



1919--Week longWeek long

Office hours:Office hours: Monday in my office roomMonday in my office room

Assessment: Assessment:

Class attendance/ParticipationClass attendance/Participation 10%10%

MidMid--Term ExamTerm Exam 20%20%

CourseworkCoursework 30%30%

Final ExamFinal Exam 40%40%

Any question? Any question?

Structure of the courseStructure of the course



SOME RECOMMENDED SOURCESSOME RECOMMENDED SOURCES

Organization StudiesOrganization StudiesOrgOrganizational Scienceanizational Science

Organization Behaviour Organization Behaviour

Human RelationsHuman Relations

Harvard Business ReviewHarvard Business Review

Introduction to Organizational behaviour Introduction to Organizational behaviour

Economists, Financial times«Economists, Financial times«

(Most of them are available at(Most of them are available at

http://202.112.175.35:8081/journal/index.jsp)http://202.112.175.35:8081/journal/index.jsp)



Organizational behaviourOrganizational behaviour

the study of human behaviour in organizational the study of human behaviour in organizational

contexts with a focus on individual and groupcontexts with a focus on individual and group

processes and actions (pp.2)processes and actions (pp.2)

The Meaning of OBThe Meaning of OB



The study of Organizational behavior The study of Organizational behavior

IndividualIndividual

GroupGroup

OrganizationOrganization

Study of Study of

OrganizationalOrganizational

Behavior Behavior

Social PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology



PsychologyPsychology

Concentrates on the study of Concentrates on the study of

individual behavior, as well as,individual behavior, as well as,

personality and group behavior. personality and group behavior.

16±7



SociologySociology

Focuses on social behavior and isFocuses on social behavior and is

particularly concerned about particularly concerned about

societal structures and controls.societal structures and controls.

16±8



Social psychologySocial psychology

focus on how people influence onefocus on how people influence one

another. in the areas of attitudes;another. in the areas of attitudes;

communication patterns; the wayscommunication patterns; the ways

in which group activities canin which group activities can

satisfy individual needs; and groupsatisfy individual needs; and groupdecisiondecision--making processesmaking processes



AnthropologyAnthropology

Explores cultureExplores culture ± ± the symbolic,the symbolic,attitudinal and behavioral factorsattitudinal and behavioral factors

which unite various social groups.which unite various social groups.

16±10



Political SciencePolitical Science

Studies power and controlStudies power and control between individuals and groups. between individuals and groups.

16±11



Independent Variables

Individual Group Organization

Biographical TraitsPersonality

Values & Attitudes Ability

Perception

MotivationIndividual Learning

Decision Making

CommunicationOther Groups

Conflict Power & PoliticsGroup Structure

Work TeamsLeadership

Decision Making

CultureStructure

Power & PoliticsDesign

TechnologyWork ProcessesDevelopment



TheTheDepDependentendent Variables Variables

ProductivityProductivity

AbsenteeismAbsenteeism

JobJob SatisfactionSatisfaction

Turnover Turnover



Goals of OBGoals of OB

Explanation:Explanation: individual¶s or group¶s behavior;individual¶s or group¶s behavior;

occurs after the fact.occurs after the fact.

Predication:Predication: what outcomes will result from awhat outcomes will result from agiven action; future events.given action; future events.

ControlControl

Ultimate goal is to improve organizations¶Ultimate goal is to improve organizations¶

effectiveness and efficiency.effectiveness and efficiency.



Challenges for OBChallenges for OB

Managing human resources in the face of aManaging human resources in the face of achanging environmentchanging environment

Ethnical dilemmasEthnical dilemmas

Managing a diverse work forceManaging a diverse work force

Doing business globallyDoing business globally



Managing in a changing environmentManaging in a changing environment

Transitional economyTransitional economy

A plan to market economy systemA plan to market economy system

Different organizational ownership structureDifferent organizational ownership structure Development of technologyDevelopment of technology

Laws, regulations, and social normsLaws, regulations, and social norms

Perceive environment uncertaintyPerceive environment uncertainty

Increasing labor costs.Increasing labor costs. Cross training to increase flexibilityCross training to increase flexibility

Training to improve responsiveness to customersTraining to improve responsiveness to customers

Adopt better ways of organizingAdopt better ways of organizing



Ethical ChallengesEthical Challenges

An organizations responsibility is to its shareholdersAn organizations responsibility is to its shareholders-- itsits

goal is to maximize profits within prescribed legalgoal is to maximize profits within prescribed legal

limitslimits

or or

An organization has two goalsAn organization has two goals-- being ethical and being being ethical and being

profitable. profitable.

What if there is a conflict between the two?What if there is a conflict between the two?



Diversity ChallengesDiversity Challenges

FairnessFairness

FlexibilityFlexibility

ConflictConflict

PerformancePerformance



Doing Business GloballyDoing Business Globally

Cultural DifferencesCultural Differences

Political/Legal DifferencesPolitical/Legal Differences

Control vs. IndependenceControl vs. Independence



The notion of an organisation as anThe notion of an organisation as an imperative,imperative,absolute entityabsolute entity, is the direct outcome of historical, is the direct outcome of historicaltransformations occurred in Europe and North Americatransformations occurred in Europe and North Americafrom the end of the 18th century onwards:from the end of the 18th century onwards:

Before the 19Before the 19thth Century:Century:

Experience of Experience of Artisan Artisan work (e.g. Ironsmith)work (e.g. Ironsmith)

Technical skills, personal competence and craft prideTechnical skills, personal competence and craft prideconstitutive of the working process.constitutive of the working process.

Industrial revolution in the 19Industrial revolution in the 19thth CenturyCentury Close relationship between the subject of work and his/herClose relationship between the subject of work and his/her

activity was lost activity was lost




Early 20Early 20thth Century:Century: Classical approach Classical approach

Advent of scientific management Advent of scientific management (F.W. Taylor)(F.W. Taylor)

Aim: controlling labour through Aim: controlling labour through sciencescience

FarFar--reaching process of establishing control and surveillance:reaching process of establishing control and surveillance:

to discipline the mind and body of the productive subject wasto discipline the mind and body of the productive subject wasthe central concern.the central concern.

Deconstruction of the task from within Deconstruction of the task from within

Rigid control over time and body movementsRigid control over time and body movements

Conception and execution as separate domains in hierarchicalConception and execution as separate domains in hierarchical

relationshipsrelationships

Technology for social controlTechnology for social control





Hawthorne Studies and the Human RelationsHawthorne Studies and the Human RelationsMovement (Elton Mayo, 1923Movement (Elton Mayo, 1923--1933)1933)

Hawthorne studies: environment and productivity?Hawthorne studies: environment and productivity? Results: organizations are social systems, not just technicalResults: organizations are social systems, not just technical

economical systemseconomical systems Groups, teamwork, different job roles, human relations are of great Groups, teamwork, different job roles, human relations are of great

significance in organizationssignificance in organizations We are motivated by many needsWe are motivated by many needs Leadership should be modified to include concepts of humanLeadership should be modified to include concepts of human

relationsrelations

A new discipline of human behaviour and, by extension, A new discipline of human behaviour and, by extension,Organisational behaviourOrganisational behaviour.. (1960s)(1960s)



Systems Rationalist approachSystems Rationalist approachModern ApproachModern Approach

1.1. The organization seenThe organization seen asas an open socioan open socio--technicaltechnicalsystem.system.

2.2. The existence of subsystems which interact with oneThe existence of subsystems which interact with oneanother.another.

3.3. Management is a distinct subsystem which isManagement is a distinct subsystem which isresponsible for direction and coordination of all otherresponsible for direction and coordination of all othersubsystems.subsystems.

Organisation (open system view)

Transformation process outputsinputs




R ecommended textbook R ecommended textbook

· ·

Essentials of Organizational behavior,Essentials of Organizational behavior,· · ,,



To explore in the courseTo explore in the course

BY INTRODUCINGBY INTRODUCING

DIFFERENT PERSPECTIVES DIFFERENT PERSPECTIVES

TO THE UNDERSTANDINGTO THE UNDERSTANDING

OFPEOPLE AND OFPEOPLE AND

OR GANISATIONS, WE HOPE:OR GANISATIONS, WE HOPE:

TO STIMULATEYOUR SEAR CH TO STIMULATEYOUR SEAR CH

FOR NEW K NOWLEDGE, FOR NEW K NOWLEDGE,

CREATIVITYAND SK ILLS AS CREATIVITYAND SK ILLS AS

OR GANISATIONALOR GANISATIONALPRACTITIONERSPRACTITIONERS

01 ob introduction

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