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Summer Semester 2013

Introductions Ice-breaker Course Outline and Requirements Expectations from the course What Managers Do What is Organizational Behaviour? A look at Top Fortune 500 Companies The major challenges and opportunities for

managers to use OB concepts Conclusion

Work at-least 10 hours a week

The teachers role is that of a facilitator. Takeresponsibility!

Remain in contact. Email is the best option.Pass around a piece of paper, list you name,student # and email address. Check email

regularly! Participate, be curious, ask questions. Lets

make learning fun!

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Punctuality & Attendance

Participation

Ask questions.

Make thoughtful comments and contribute.

Preparedness

Be proactive

What prep needs to be done before class?

Know course outline and check your emailbeforehand.

http://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtml

Managerial Activities

Make decisions

Allocate resources Direct activities ofothers to attain goals

http://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtmlhttp://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtmlhttp://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtmlhttp://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtmlhttp://sydney.edu.au/engineering/civil/current/undergraduate/learning.shtml

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A consciously coordinated social unit,composed of two or more people, thatfunctions on a relatively continuous basis toachieve a common goal or set of goals

.

A field of study that investigates the impactthat individuals, groups, and structurehaveon behavior within organizations, for thepurpose of applying such knowledge towardimproving an organizations effectiveness.

To learn about yourself and others

To understand how the many organizationsyou encounter work.

To become familiar with team work

To help you think about the people issuesfaced by managers and entrepreneurs

Old Companies

Think casual Fridays are pitiful Charge employees for perks

and incentives Hold events on employee time Have flex time: but only

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

Hide financial results fromtheir employees

Encourage employee input --

but rarely act on it Employ rigid hierarchies (chain

of command) Stop at open doorpolicies

Cool Companies Believe casual days are

progressive Believe titles are obsolete Don't impose on employees'

personal time Allow staff to come and go as

they please Offer all employees stock

options Let employees make decisions

that affect their work Offer assistance with childcare Have minimal bureaucracy (red

tape)

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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

The Organization

Negotiation

Conflict

CommunicationGroups and teams

Power and politics

The Group

Emotions

Values and attitudes

Perception

Personality

Motivating self and others

The Individual

ChangeOrganizational culture

Decision making

Leadership

Groups and teams

Individual Behaviour: Values Attitudes etc

Personality and Emotions.

Perception and Individual Decision Making.

Motivation Concepts and Applications

Foundations of Group Behaviour.

Understanding Work Teams.

Communication.

Leadership and Trust.

Power and Politics.

Conflict and Negotiation.

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Foundations of Organization Structure.

Work Design and Technology.

Organizational Culture.

Organizational Change and Stress

Management.

Organizational behaviour is not just formanagers.

OB applies equally well to all situations inwhich you interact with others: on thebasketball court, at the grocery store, inschool, or within families/communities!

Best Companies to Work For Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with Temporariness

Working in Networked Organizations Helping Employees Balance Work-Life

Conflicts Creating a Positive Work Environment Improving Ethical Behavior

Robbins & Judge, 2011