Bu 604 Session 1 Purple & Gold Agenda Introduction to Bu 604 Content and Class Format Cases Is OB...
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Transcript of Bu 604 Session 1 Purple & Gold Agenda Introduction to Bu 604 Content and Class Format Cases Is OB...
![Page 1: Bu 604 Session 1 Purple & Gold Agenda Introduction to Bu 604 Content and Class Format Cases Is OB Just Common Sense? Putting Tools to Work - Case #1:](https://reader035.fdocuments.us/reader035/viewer/2022062519/5697bff41a28abf838cbd169/html5/thumbnails/1.jpg)
Bu 604 Session 1Bu 604 Session 1
Purple & Gold
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AgendaAgenda
• Introduction to Bu 604
• Content and Class Format
• Cases
• Is OB Just Common Sense?
• Putting Tools to Work - Case #1: Northwell
• Next Session – Organizational Structure and Organizational Change
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Objectives of BU 604Objectives of BU 604
• Develop your skills in assessing and addressing individual, group & organizational level behaviour & performance
• Improve your skills in problem identification, analysis and the development of actionable alternatives.
• Increase awareness of how our implicit theories influence how we assess issues and make decisions.
• Better understand how organizational behaviour integrates with other functional areas
• Become better decision makers and implementers of change.
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Course MaterialsCourse Materials
• Robbins and Langton, Organizational Behavior: Concepts, Controversies, Applications
• Cawsey and Deszca, Cases in Organizational Behaviour
• Other Material in the Case Package
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Teaching MethodsTeaching Methods
• Cases
• Class discussion
• Simulation and role play
• Video
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Performance ExpectationsPerformance Expectations
• Preparation
• Active learning via collective involvement means all will be expected to prepare, attend, and participate
• As professionals, participants are expected to submit assignments in a timely and high quality fashion
• Deal rigorously with ideas, analysis and critique, but treat one another with respect and dignity
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Field of Organizational BehaviourField of Organizational Behaviour
• Relevance of organizational behaviour to managerial work:Relevance of organizational behaviour to managerial work:
– Provides perspective: an interdisciplinary & analytic approach
– Open systems perspective
– Contingency perspective
– Deals with the interaction of people with situations
– Fundamental concern for performance, effectiveness, and wellbeing
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Is OB Just Common Sense?Is OB Just Common Sense?
• When people work together in groups and know their individual contributions aren’t easily observed, they tend to put out less effort than when they work on the task alone.
• TRUETRUE• As morale or satisfaction among employees increases in an
organization, overall performance almost always rises.
• FALSEFALSE• In bargaining, the best strategy for maximizing long-term gains is
seeking to defeat one's opponent.
• FALSEFALSE• Most individuals do their best work under conditions of high stress.
• FALSEFALSE
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Model AssumptionsModel Assumptions
• Organizations are dynamic entities
• Organizational behaviour exists at multiple levels
• Organizational behaviour does not exist in a vacuum
• Have the characteristics of open systems
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Strategic Leadership Program
Nadler, 1987
Organizational Congruence ModelOrganizational Congruence Model
INPUT INPUT
ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)
RESOURCESRESOURCES
HISTORY/HISTORY/CULTURECULTURE
OUTPUTOUTPUT
SYSTEMSSYSTEMSLEVELLEVEL
UNIT/GROUPUNIT/GROUPLEVELLEVEL
INDIVIDUALINDIVIDUALLEVELLEVEL
TRANFORMATION PROCESSTRANFORMATION PROCESS
Transformation Process
Feedback
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Dimensions of EnvironmentDimensions of Environment
• Simple Complex
• Stable Dynamic
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Strategic Leadership Program
Nadler, 1987
Organizational Congruence ModelOrganizational Congruence Model
INPUT INPUT
ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)
RESOURCESRESOURCES
HISTORY/HISTORY/CULTURECULTURE
OUTPUTOUTPUT
SYSTEMSSYSTEMSLEVELLEVEL
UNIT/GROUPUNIT/GROUPLEVELLEVEL
INDIVIDUALINDIVIDUALLEVELLEVEL
INFORMALSTRUCTURE& PROCESS
INDIVIDUAL
FORMAL STRUCTURE
SSTTRRAATTEEGGYY
WORK
TRANFORMATION PROCESSTRANFORMATION PROCESS
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Strategic Leadership Program
Nadler, 1987
Organizational Congruence ModelOrganizational Congruence Model
INPUT INPUT
ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)
RESOURCESRESOURCES
HISTORY/HISTORY/CULTURECULTURE
OUTPUTOUTPUT
SYSTEMSSYSTEMSLEVELLEVEL
UNIT/GROUPUNIT/GROUPLEVELLEVEL
INDIVIDUALINDIVIDUALLEVELLEVEL
INFORMALSTRUCTURE& PROCESS
INDIVIDUAL
FORMAL STRUCTURE
SSTTRRAATTEEGGYY
WORK
TRANFORMATION PROCESSTRANFORMATION PROCESS
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Organizational Output & EffectivenessOrganizational Output & Effectiveness
• Individual Outcomes
• Group Level Outcomes
• Organizational Outcomes
• Performance• Absenteeism• Turnover• Attitudes – withdrawal / commitment
• Norms & Identity• Cohesion• Performance• Group Satisfaction
• Efficiency & Effectiveness• Financial Performance• Innovation• Customer/Market Measures• Culture, etc
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Congruence/Incongruence & Congruence/Incongruence & Coordination/Integration? Coordination/Integration?
• Environmental Factors and Strategy?
• Strategy and Various Transformational Components?
• People - Formal Systems/Processes?
• People - Tasks?
• People - Informal Organization?
• Formal Systems/Processes - Tasks?
• Formal Systems/Processes - Informal Organization?
• Tasks - Informal Organization?
• Desired Outputs, and Transformational Components?
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Competing Values FrameworkCompeting Values Framework
Flexibility
Control
Inte
rnal
Fo
cus
Extern
al Fo
cus
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Exhibit 1-2 Exhibit 1-2 Skills in the New WorkplaceSkills in the New Workplace
Flexibility
Control
Mentor Innovator
BrokerFacilitator
Monitor Producer
Coordinator DirectorInte
rnal
Fo
cus
Extern
al Fo
cus
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INTERNAL EXTERNAL
FLEXIBILITY
CONTROL
OPEN SYSTEMS THINKING
HUMAN RESOURCE THINKING
INTERNAL PROCESSES THINKING
RATIONAL GOALS THINKING
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NorthwellNorthwell
• Why was Northwell successful? What has changed?
• What are the major and secondary strategic and management issues Northwell faces?
• What are the strengths, weaknesses, opportunities & threats they face?
• What does the application of an open systems analytic approach tell you about Northwell’s situation?
• What should Claudia do?
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Case StudiesCase Studies
• Case are real world descriptions of an organizations dealing with real issues
• There is no “one right answer” - however there are more thorough analyses and more insightful and valuable courses of action
• Read the case quickly and then carefully
• Think about the data, their source(s) and their quality
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Case MethodCase Method
• Interpreting, discerning and prioritizing complex data
– Listen/read carefully and don’t jump to conclusions
– Careful analyses
• Consider alternatives and decision criteria
• Develop a recommended plan of action
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Case Studies (cont.)Case Studies (cont.)
• What is the Problem(s) vs symptoms or secondary problems?
• Analysis - the application of theories and concepts to make sense of the data
• Solution Criteria - what should we measure the alternatives and action plan against
• Alternatives - what are the strategic choices vs the laundry list
• Recommended Action Plan - the time ordered sequence of conditional actions
• Word Limits and the Use of the Executive Summary & Exhibits
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Dynamic ComplexityDynamic Complexity
• Constantly changing• Tightly coupled• Governed by feedback• Nonlinearity• History-dependent• Self-organizing• Adaptive• Characterized by trade-offs• Counterintuitive• Policy Resistant