3240 what is organizationa behaviour

8/14/2019 3240 What is Organizationa Behaviour

1/16

Chapter 1, Stephen P. Robbins and Nancy Langton,Fundamentals of Organizational Behaviour, Second Canadian Edition.

Copyright 2004 Pearson Education Canada Inc.

Chapter 1

What isOrganizational

Behaviour?


2/16



Outline

What is Organizational Behaviour?

OB and Todays Challenges in the Canadian

Workplace How Will Knowing OB Make a Difference?

OB: Making Sense of Behaviour inOrganizations

There Are Few Absolutes in OB


3/16



What is Organizational

Behaviour?

1. What is organizational behaviour?

2. What challenges do managers and employees facein the workplace of the 21st century?

3. How does knowing about organizationalbehaviour make work and life more

understandable?

Questions forConsideration


4/16



Organizational

Behaviour . . . a field of study that investigates

how individuals, groups and structure

affect and are affected by behaviourwithin organizations, for the purpose of

applying such knowledge toward

improving an organizationseffectiveness.


5/16



Why Do We Study OB?

To learn about yourself and how to deal withothers

You are part of an organization now, and willcontinue to be a part of various organizations

Organizations are increasingly expectingindividuals to be able to work in teams, at

least some of the time Some of you may want to be managers or

entrepreneurs


6/16



What is an

Organization? A consciously coordinated social

unit, composed of two or more

people, that functions on a

relatively continuous basis to

achieve a common goal or set of

goals.


7/16



Exhibit 1-5Competing Values

FrameworkFlexibility

Control

In

ternalFocus

ExternalF

oc

us


8/16



Task:

Best Job:

Worst Job:

Why?

Why?


9/16



Flexibility

Control

Mentor Innovator

BrokerFacilitator

Monitor Producer

Coordinator DirectorInte

rn

al

Focus

Exter

nal

Focus

Roles and Skills in the New

Workplace


10/16



How Companies are

ChangingCool Companies

Believe casual days areprogressive

Believe titles are obsolete

Don't impose on employees'personal time

Allow staff to come and go asthey please

Offer all employees stockoptions

Let employees make decisions

that affect their work Offer assistance with childcare

Have minimal bureaucracy (redtape)

Old Companies

Think casual Fridays are pitiful

Charge employees for perks andincentives

Hold events on employee time Have flex time: but only

between 7:30 a.m. and 6:30 p.m.

Hide financial results from theiremployees

Encourage employee input --but rarely act on it

Employ rigid hierarchies (chainof command)

Stop at open door policies


11/16



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


12/16



Exhibit 1-4

The Layers of OBThe Organization

Negotiation

Conflict

Communication

Groups and teams

Power and politics

The Group

Emotions

Values and attitudes

Perception

Personality

Motivating self and others

The Individual

Change

Organizational culture

Decision making

Leadership

Groups and teams


13/16



Exhibit 1-3

Toward an OB Discipline

Social psychology

Psychology

Behaviouralscience

Contribution Unit of analysis

Output

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selection

Work 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


14/16



The Rigour of OB

OB:

looks at consistencies

is more than common sense

has few absolutes

takes a contingency approach


15/16



Bottom Line: OB Is For

Everyone Organizational behaviour is not just for

managers.

OB applies equally well to all situations inwhich you interact with others: on thebasketball court, at the grocery store, inschool, or in church.


16/16



Summary and

Implications OB:

is a field of study that investigates the impactthat individuals, groups, and structure have

on behaviour within an organization. focuses on improving productivity, reducing

absenteeism and turnover, and increasingemployee job satisfaction and organizational

commitment. uses systematic study to improve predictions

of behaviour.

3240 what is organizationa behaviour

Documents