Chap001
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The document introduces the field of organizational behavior and discusses key trends influencing organizations. It describes how globalization, a changing workforce, new employment relationships, virtual work, and an emphasis on values and ethics are impacting organizations. Additionally, it outlines several anchors that define the field of organizational behavior, including viewing organizations through multiple levels of analysis, a multidisciplinary approach, contingency thinking, and that organizations operate within open systems.
Chap001
- 1. 1 Introduction to the Field of Organizational Behavior McGraw-Hill/Irwin 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 2. Google and OB AP/Wide World Photos Google has leveraged the power of organizational behavior to attract talented employees who want to make a difference in the Internet world. McShane/Von Glinow OB4e 際際滷 1-2 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 3. What are Organizations? AP/Wide World Photos Groups of people who work interdependently toward some purpose Structured patterns of interaction Coordinated tasks Have common objectives (even if not fully agreed) McShane/Von Glinow OB4e 際際滷 1-3 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 4. Why Study Organizational Behavior Understand organizational events Why study organizational Influence behavior Predict organizational organizational events events McShane/Von Glinow OB4e 際際滷 1-4 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 5. Trends: Globalization Economic, social, and cultural connectivity (and interdependence) with people in other parts of the world Effects of globalization on organizations: New organizational structures Different forms of communication More diverse workforce. More competition, mergers, work intensification and demands for work flexibility McShane/Von Glinow OB4e 際際滷 1-5 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 6. Trends: Changing Workforce Workforce has increasing diversity along several dimensions Primary categories gender, age, ethnicity, etc. Secondary categories some control over (e.g. education, marital status) McShane/Von Glinow OB4e 際際滷 1-6 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 7. Trends: Changing Workforce Current trends Increased racial and ethnic diversity More women in workforce Generational diversity New age cohorts (e.g. Gen-X, Gen-Y) Implications Leverage diversity advantage Adjust to the new workforce McShane/Von Glinow OB4e 際際滷 1-7 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 8. Trends: Employment Relationships Work-life balance Number one indicator of career success Priority for many young people looking for new jobs Employability New deal employment relationship Continuously learn new skills Contingent work No explicit or implicit contract for long-term employment, or minimum hours of work can vary in a nonsystematic way McShane/Von Glinow OB4e 際際滷 1-8 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 9. Trends: Virtual Work Using information technology to perform ones job away from the traditional physical workplace. Telecommuting (telework) working from home, usually internet connection to office Virtual teams operate across space, time, and organizational boundaries with members who communicate mainly through electronic technologies McShane/Von Glinow OB4e 際際滷 1-9 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 10. Values-based Leadership in Dubai The Department of Economic Development (DED) in the Emirate of Dubai recently devoted several months to identifying the agencys core values: accountability, teamwork, and continuous Department of Economic Development, Government of Dubai improvement. DED also organized a series of workshops (shown in photo) to help employees recognize values-consistent behaviors. McShane/Von Glinow OB4e 際際滷 1-10 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 11. Trends: Values/Ethics Defined Long-lasting beliefs about what is important in a variety of situations Define right versus wrong --guide our decisions Ethics Department of Economic Development, Government of Dubai Study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad McShane/Von Glinow OB4e 際際滷 1-11 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 12. Trends: Why Values are Important 1. Need to guide employee decisions and actions 2. Globalization increases awareness of different values 3. Increasing emphasis on applying ethical values McShane/Von Glinow OB4e 際際滷 1-12 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 13. Corporate Social Responsibility Corporate Social Responsibility Organization's moral obligation toward its stakeholders Stakeholders Shareholders, customers, suppliers, governments etc. Triple bottom line philosophy Economic, social & environmental McShane/Von Glinow OB4e 際際滷 1-13 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 14. Organizational Behavior Anchors Multidisciplinary Anchor Systematic Open Systems Organizational Research Anchor Anchor Behavior Anchors Multiple Levels Contingency of Analysis Anchor Anchor McShane/Von Glinow OB4e 際際滷 1-14 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 15. Organizational Behavior Anchors Multidisciplinary anchor Many OB concepts adopted from other disciplines OB develops its own models and theories, but also needs to scan other fields for ideas Systematic research anchor OB researchers rely on scientific method OB also adopting grounded theory and similar qualitative approaches to knowledge McShane/Von Glinow OB4e 際際滷 1-15 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 16. Organizational Behavior Anchors (cont) Contingency anchor A particular action may have different consequences in different situations Need to diagnose the situation and select best strategy under those conditions Multiple levels of analysis anchor OB issues can be studied from individual, team, and/or organizational level Topics usually relate to all three levels McShane/Von Glinow OB4e 際際滷 1-16 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 17. Open Systems Anchor Need to monitor and adapt to environment External environment -- natural and social conditions outside the organization Receive inputs from environment; transform them into outputs back to the environment Stakeholders anyone with a vested interest in the organization Organizations consist of interdependent parts (subsystems) that need to coordinate McShane/Von Glinow OB4e 際際滷 1-17 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 18. Open Systems Anchor Environment Feedback Feedback Feedback Feedback McShane/Von Glinow OB4e 際際滷 1-18 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 19. Knowledge Management Defined Any structured activity that improves an organizations capacity to acquire, share, and use knowledge for its survival and success McShane/Von Glinow OB4e 際際滷 1-19 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 20. Intellectual Capital Knowledge that people possess Human Capital and generate Structural Knowledge captured in systems Capital and structures Relationship Value derived from satisfied Capital customers, reliable suppliers, etc. McShane/Von Glinow OB4e 際際滷 1-20 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 21. Knowledge Management Processes Knowledge Knowledge Knowledge acquisition sharing use Hiring talent Communication Awareness Acquiring firms Communities of Freedom to practice apply Individual learning Experimentation McShane/Von Glinow OB4e 際際滷 1-21 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 22. 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 McShane/Von Glinow OB4e 際際滷 1-22 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 23. 1 Introduction to the Field of Organizational Behavior McGraw-Hill/Irwin 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 24. 1 Chapter One Extras McGraw-Hill/Irwin 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 25. Job Security vs. Employability Job Security Employability Lifetime job security Limited job security Jobs are permanent Jobs are temporary Company manages Career self- career management Low emphasis on skill High emphasis on skill development development McShane/Von Glinow OB4e 際際滷 1-25 息 2008 The McGraw-Hill Companies, Inc. All rights reserved.