The Field of Organizational Behavio

r

Organizational behavior

* the study of what people think, feel, and do in and around organizations

– groups of people who work interdependently toward some purpose

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Organizational behavior

* the study of what people think, feel, and do in and around organizations

– groups of people who work interdependently toward some purpose

Organization

Key features of organizations

•Collective entities•Collective sense of purpose

HISTORICAL FOUNDATIONS OF OB

around 1940’s

Plato Greek philosopher

wrote about the essence of leadership

around 1940’s

Confucius Chinese philosopher

discussed the virtues of ethics and leadership

1776 Adam Smith Discussed the benefits of job

specialization & division of labor

1800’s

Max Weber German sociologi

st

wrote about rational organizations, the

work ethics & charismatic leadership

1800’s

Frederick Winslow Taylor

Industrial engineer

proposed systematic ways to organize work processes &

motivate employees through goal setting

&rewards

1920’s to

1940’s

Elton Mayo,Fritz

Roethlisberger & their Harvard

University colleagues

introduced the “human relations”

school of management, it emphasizes the

study of employee attitudes & informal group dynamics in

the workplace

Mary Parker Follett

Political philosoph

er & social worker

advocated new ways of thinking about several OB topics,

constructive conflict, team dynamics, organizational

democracy, power & leadership

1930’s

Chester Barnard

wrote insightful reviews of

organizational communication,

coordination, leadership & authority, organization as open

systems & team dynamics

OB theories help to

•make sense of the workplace•question and rebuild their personal mental models•get things done in organizations

Perspective of

Organizational Effectiveness

Organizational

•“ultimate dependent variable” in organizational behavior• Is the outcome that most OB theories are ultimately trying to achieve

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Organizational Effectiveness

•“ultimate dependent variable” in organizational behavior• Is the outcome that most OB theories are ultimately trying to achieve

Organizational effectiveness

• Is a composite of four perspectives:

1 Open system2.

Organization Learning3.

4. Stakeholder

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Organizational effectiveness

• Is a composite of four perspectives:

1 Open system2.

Organization Learning3.

High-Performance Work Practices

4. Stakeholder

Open System • Views organizations as complex organism that “live” within an external environment• Depend on the external environment for resources

Open System

•Organization-environment fit• Internal Subsystems Effectiveness

- organizational efficiency (also called )

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Open System

•Organization-environment fit• Internal Subsystems Effectiveness

- organizational efficiency (also called productivity)

Organizational Learning

• Also called

• Views knowledge as the main driver of competitive advantage•Depends on the organization’s capacity to acquire, share, use, and store valuable knowledge

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Organizational Learning

• Also called “knowledge management”• Views knowledge as the main driver of competitive advantage•Depends on the organization’s capacity to acquire, share, use, and store valuable knowledge

Organizational Learning

• Intellectual capital- Human Capital- Structural Capital (Organizational Capital)

- Relationship Capital

•Organizational Learning Process- Knowledge acquisition- Knowledge Sharing- Knowledge use- Knowledge storage

Organizational Learning

• Absorptive Capacity - ability to recognize the

value of new information assimilate it, and use it for value-added activities

• Organizational Memory and Unlearning

- corporate leaders= keepers of organizational memory

High-Performance Work Practices (HPWP)

• Four work practices: 1. Employee

involvement2. Job autonomy3. Employee

competence4.

performance/skill-based rewards

Stakeholders• Individuals, organizations,

or other entities that affect, or are affected by, the organization’s objectives and actions• – relatively stable,

evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

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Stakeholders• Individuals, organizations,

or other entities that affect, or are affected by, the organization’s objectives and actions• Values – relatively stable,

evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

Stakeholders• Ethics – the study of moral

principles or values that determine whether actions are right or wrong and outcomes are good or bad

• – organizational activities

intended to benefit society and the environment beyond the firm’s immediate financial interest or legal obligations

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Stakeholders• Ethics – the study of moral

principles or values that determine whether actions are right or wrong and outcomes are good or bad

• Corporate social responsible (CSR) – organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interest or legal obligations

Contemporary Challenges for Organizations

Contemporary Challenges for Organizations

• • Increasing Workforce Diversity• Emerging Employment Relationship

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Contemporary Challenges for Organizations

•Globalization• Increasing Workforce Diversity• Emerging Employment Relationship

Globalization

- refers to economic ,social, cultural connectivity with people in other parts of the world.

- It offers numerous benefits to organization in terms of larger market, lower cost etc.

Increasing Workforce Diversity

• - difference in race, gender, age and physical capabilities.•Deep- level diversity

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Increasing Workforce Diversity

• Surface- level diversity- difference in race, gender, age and physical capabilities.•Deep- level diversity

Emerging Employment Relationship

•Work- life balance•Virtual work

Organizational Behavio

r Anchor

Systematic Research Anchor

•OB researchers only scientific method

- Forming research questions

- Systematically collecting data

- Testing hypothesis against those data

Systematic Research Anchor

• Should apply evidence-based management• Problems applying evidence-based management

* Bombarded with theories and models from many resources

* Challenge translating general OB theories to specific situations

Multidisciplinary Anchor

•Many OB concepts adopted from other disciplines•OB develops its own theories, but also scans other fields

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

1. - characteristics and behavior of employees

2. Team – (including interpersonal) – looks the way people interact

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Multiple Levels of Analysis Anchor

1. Individual - characteristics and behavior of employees

2. Team – (including interpersonal) – looks the way people interact

3. - focuses on how people structure their working relationships and on how organizations interact with their envorinment

Multiple Levels of Analysis Anchor

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3. Organization level - focuses on how people structure their working relationships and on how organizations interact with their envorinment

Multiple Levels of Analysis Anchor