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    C H A P T E R

    2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

    1Introduction tothe Field of

    OrganizationalBehavior

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    2 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Google and OB

    Google founders Larry Page

    and Sergey Brin have

    leveraged the power of

    organizational behavior to

    create the worlds leading

    Internet search engine as well

    as one of the best places to

    work. Richard Hernandez/San Jose Mercury News

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    3 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    What are Organizations?

    Groups of people who work

    interdependently toward some

    purpose

    Structured patterns ofinteraction

    Coordinated tasks

    Work toward some

    purpose

    Richard Hernandez/San Jose Mercury News

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    4 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Organizational

    Behavior

    Research

    Understand

    organizational

    events

    Predict

    organizational

    events

    Influence

    organizational

    events

    Why Study Organizational Behavior

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    5 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Trends: Globalization

    Economic, social, and cultural connectivity with

    people in other parts of the world

    Effects of globalization on organizations:

    Greater efficiencies and knowledge sources

    Ethical issues about economies of developing countries

    New organizational structures and communication

    Greater workforce diversity

    More competitive pressure, demands on employees

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    6 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Trends: Information Technology

    Blurs temporal and spatial boundaries

    between employees and organizations

    Re-designs jobs and power relationships

    Increases value of knowledge management

    Supports telecommuting

    Supports virtual teams

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    7/207 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Telecommuting

    An alternative work arrangement where

    employees work at home or remote site,

    usually with a computer connection to the

    office

    Tends to increase productivity and

    empowerment, reduce stress and costs

    Problems with lack of recognition, lack ofsocial interaction

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    8/208 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Trends: Changing Workforce

    Primary and secondary diversity -- butconcerns about distinguishing people byethnicity

    More women in workforce and professions

    Different needs of Gen-X/Gen-Y and baby-boomers

    Diversity has advantages, but firms need toadjust

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    9/209 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Trends: Employment Relationship

    Employability

    New deal employment relationship

    Continuously learn new skills

    Contingent work

    No contract for long-term employment

    Free agents, temporary-temporaries

    Minimum hours of work vary

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    10/2010 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Employability vs Job Security

    Job Security

    Lifetime job security

    Jobs are permanent

    Company manages

    career

    Low emphasis on skill

    development

    Employability

    Limited job security

    Jobs are temporary

    Career self-

    management

    High emphasis on skill

    development

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    11/2011 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Trends: Workplace Values & Ethics

    Values are long-lasting beliefs about what is

    important in a variety of situations

    Define right versus wrong --guide our decisions

    Values relate to individuals, companies, professions,

    societies, etc.

    Importance values due to:

    Need to guide employee decisions and actions

    Globalization increases awareness of different values

    Increasing emphasis on applying ethical values

    Ethics -- study of moral principles or values

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    12/2012 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Values/Ethics at Toms of Maine

    Tom and Kate Chappell have

    built Toms of Maine, the

    personal health care

    products firm, around the

    idea that businesses need to

    be compatible with the

    personal values of theiremployees.

    Courtesy of Toms of Maine

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    13/2013 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Corporate Social Responsibility

    Corporate Social Responsibility Organizations moral obligation toward its

    stakeholders

    Stakeholders Shareholders, customers, suppliers,

    governments etc.

    Triple bottom line philosophy

    Economic, Social & Environmental

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    14/2014 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    OrganizationalBehavior

    Anchors

    MultidisciplinaryAnchor

    SystematicResearchAnchor

    ContingencyAnchor

    Open SystemsAnchor

    Multiple Levelsof AnalysisAnchor

    Organizational Behavior Anchors

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    15/2015 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    OutputsInputs

    SubsystemSubsystem

    Subsystem Subsystem

    Organization

    Open Systems Anchor of OB

    FeedbackFeedback

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    16/2016 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Knowledge Management Defined

    Any structured activity that

    improves an organizations

    capacity to acquire, share,and use knowledge for its

    survival and success

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    17/2017 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    StructuralCapital

    RelationshipCapital

    Knowledge captured in systemsand structures

    Values derived from satisfiedcustomers, reliable suppliers, etc.

    Human CapitalKnowledge that people possess

    and generate

    Intellectual Capital

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    18/2018 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Awareness

    Empowerment

    Communication

    Communities ofpractice

    Grafting

    Individuallearning

    Experimentation

    Knowledge

    acquisition

    Knowledge

    sharing

    Knowledge

    use

    Knowledge Management Processes

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    19/2019 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Organizational Memory

    The storage and preservation of intellectual

    capital

    Retain intellectual capital by:

    Keeping knowledgeable employees

    Transferring knowledge to others

    Transferring human capital to structural capital

    Successful companies also unlearn.

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    C H A P T E R

    2005 The McGraw Hill Companies Inc All rights reserved

    1Introduction tothe Field of

    Organizational

    Behavior