hcm 114 - the science of organizational behavior

HCM 114

By Dr. Khaled Ouanes Ph.D.E-mail: k.ouanes@seu.edu.sa

Twitter: @khaled_ouanes

2014

THE SCIENCE OF

ORGANIZATIONAL BEHAVIOR

MAKING A REAL DIFFERENCE?The science of OB focuses on applications that can make a real difference in how organizations and people in them perform.

People & talents working in an organization are the most important

assets and resources in the Organization.

SCIENTIFIC THINKINGScientific thinking is important to OB:• The process of data collection is

controlled & systematic.• Proposed explanations are

carefully tested.• Only explanations that can be

rigorously verified are accepted.

CONTINGENCY THINKING• Seeks ways to meet the needs of different management situations.

• Recognizes responses to solutions must be crafted to best fit the circumstances and people involved.

ORGANIZATION-CULTURE SHAPINGLeaders have to keep in mind that

what works well in one culture may not work as well in another, it is much harder to specify exactly how cultural differences affect their organizations. e.g. motivation, job satisfaction, leadership style, negotiating tendencies, and ethical behavior.

ORGANIZATION-CULTURE SHAPINGThat is why it is important to shape

specific culture for every different organization rather than try to apply and execute a pre-built culture.Via OB studies, empirically based insights will help solving cross cultural issues.

EVIDENCED-BASED MANAGEMENT

• Uses hard facts and empirical evidence to make decisions.

• Evidence-based thinking manifests itself through a contingency approach which researchers identify how different situations can best be understood and handled.

Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectivesIn essence, the strategic plan is a company’s game plan.

STRATEGIC MANAGEMENT

Strategic management achieves an organization’s success through

integration: Management

Management IS

Production/OperationsFinance/Accounting

Marketing

Research & Development

STRATEGIC MANAGEMENT

Vision & Mission

Strategy Formulation

External Opportunities & Threats

Internal Strengths & Weaknesses

Long-Term Objectives

Alternative Strategies

Strategy Selection

STRATEGIC MANAGEMENT

SWOT

• New business opportunities • Businesses to abandon• Allocation of resources• Expansion or diversification• International markets• Mergers or joint ventures• Avoidance of hostile takeover

Issues in Strategy Formulation

STRATEGIC MANAGEMENT

Strategy Implementation

Annual Objectives

Policies

Employee Motivation

Resource Allocation

STRATEGIC MANAGEMENT

MODERN WORKPLACE TRENDS

The environment of change in which we now live and work calls for lots of learning and continuous attention. The field of OB recognizes these trends in what people expect and value in terms of human behavior in organizations.

MODERN WORKPLACE TRENDS

• Commitment to ethical behavior.• Broader views of leadership.• Emphasis in human capital and teamwork.• Demise of command-and-control.• Influence of technology.• Respect for new workforce expectations.• Changing concept of careers.• Concern for sustainability.

ANATOMY OF AN ORGANIZATION

ORGANIZATION CULTURE

Organizational cultures influence the way we feel and act in organizations. In cultures that are more authoritarian and hierarchical, people are hesitant to make decisions and take action on their own, so they tend to show little initiative and wait for approval.

ORGANIZATION CULTUREIn other cultures, people can be extremely competitive and aggressive in the quest for performance results and rewards. Other cultures are known for their emphasis on speed and agility in dealing with markets and environments, and in generating new ideas & innovations.

ORGANIZATION CULTUREAs for organizational fit, people who find a good fit tend to experience confidence and satisfaction in their work. Those who find themselves in a bad fit may be more prone to withdraw, experience work stress, and even become angry and aggressive due to dissatisfaction.

ORGANIZATION CULTUREWe can define it again as a shared set of beliefs and values within an organization.

“It is the “character” of the organization.Organizational “fit” matches organizational culture and individual characteristics.”

~ Meg Whitman, former eBay CEO,

ORGANIZATION CULTURE

IT HAS TO BE:

SHAPED TO FITNOT EXECUITED RIGIDLY and STRICTLY

HCM 114

By Dr. Khaled Ouanes Ph.D.E-mail: k.ouanes@seu.edu.sa

Twitter: @khaled_ouanes

TEXTBOOK - Copyright © John Wiley & Sons, Inc.