Working with people
-
Upload
harold-pangilinan -
Category
Leadership & Management
-
view
1.090 -
download
1
Transcript of Working with people
![Page 1: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/1.jpg)
Introduction to the Field of Organizational
Behavior
HAROLD B. PANGILINANEd.D. - IEM
![Page 2: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/2.jpg)
What are Organizations?
Groups of people who work interdependently toward some purpose Structured patterns of
interaction Coordinated tasks Work toward some
purpose
![Page 3: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/3.jpg)
OrganizationalBehaviorResearch
Understandorganizational
events
Predictorganizational
events
Influenceorganizational
events
Why Study Organizational Behavior
![Page 4: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/4.jpg)
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
![Page 5: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/5.jpg)
Trends: Information Technology
Blurs temporal and spatial boundaries between employees and organizations
Re-designs jobs and power relationshipsIncreases value of knowledge managementSupports telecommutingSupports virtual teams
![Page 6: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/6.jpg)
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 of social interaction
![Page 7: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/7.jpg)
Trends: Changing Workforce
Primary and secondary diversity -- but concerns about distinguishing people by ethnicity
More women in workforce and professions Different needs of Gen-X/Gen-Y and baby-
boomersDiversity has advantages, but firms need to
adjust
![Page 8: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/8.jpg)
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
![Page 9: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/9.jpg)
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
![Page 10: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/10.jpg)
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
![Page 11: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/11.jpg)
Corporate Social Responsibility
Corporate Social Responsibility Organization’s moral obligation toward its
stakeholdersStakeholders
Shareholders, customers, suppliers, governments etc.
Triple bottom line philosophy Economic, Social & Environmental
![Page 12: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/12.jpg)
OrganizationalBehaviorAnchors
MultidisciplinaryAnchor
Systematic Research Anchor
ContingencyAnchor
Open Systems Anchor
Multiple Levels of Analysis Anchor
Organizational Behavior Anchors
![Page 13: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/13.jpg)
OutputsInputs
SubsystemSubsystem
Subsystem Subsystem
Organization
Open Systems Anchor of OB
FeedbackFeedback
![Page 14: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/14.jpg)
Knowledge Management Defined
Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success
![Page 15: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/15.jpg)
Structural Capital
Relationship Capital
Knowledge captured in systems and structures
Values derived from satisfied customers, reliable suppliers, etc.
Human Capital Knowledge that people possess and generate
Intellectual Capital
![Page 16: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/16.jpg)
• Awareness• Empowerment
• Communication• Communities of
practice
• Grafting• Individual learning• Experimentation
Knowledgeacquisition
Knowledgesharing
Knowledgeuse
Knowledge Management Processes
![Page 17: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/17.jpg)
Organizational Behaviour
. . . a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
The Importance of Organizational Behavior People as organizations People as resources People as people
![Page 18: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/18.jpg)
The Nature of Organizational Behavior
![Page 19: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/19.jpg)
Challenges at Workplace
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
![Page 20: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/20.jpg)
The Rigour of OB
OB looks at consistencies What is common about behaviour, and helps
predictability?OB is more than common sense
Systematic study, based on scientific evidenceOB has few absolutesOB takes a contingency approach
Considers behaviour in context
![Page 21: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/21.jpg)
Beyond Common Sense
Systematic Study Looking at relationships, attempting to attribute
causes and effects and drawing conclusions based on scientific evidence Behaviour is generally predictable There are differences between individuals There are fundamental consistencies There are rules (written & unwritten) in almost every
setting
![Page 22: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/22.jpg)
Contributing Disciplines to the OB Field
PsychologySociologySocial PsychologyAnthropologyPolitical Science
![Page 23: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/23.jpg)
Contributing Disciplines to the OB Field
![Page 24: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/24.jpg)
Contributing Disciplines to the OB Field (cont’d)
![Page 25: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/25.jpg)
Contributing Disciplines to the OB Field (cont’d)
![Page 26: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/26.jpg)
Contributing Disciplines to the OB Field (cont’d)
![Page 27: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/27.jpg)
Contributing Disciplines to the OB Field (cont’d)
![Page 28: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/28.jpg)
Summary and Implications
OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization.
OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
OB uses systematic study to improve predictions of behaviour.
![Page 29: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/29.jpg)
The Historical Roots of Organizational Behavior
Scientific Management Era (early 1900s) Frederick W. Taylor
Studied the efficiency and productivity of individual workers.
Systematically studied jobs to eliminate soldiering. Promoted standardized job performance methods. Implemented piece-rate based incentive pay systems. Taylor’s innovations boosted productivity markedly.
Other Pioneers Frank and Lillian Gilbreth Henry Gantt Harrington Emerson
![Page 30: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/30.jpg)
Scientific Management
Positive Attributes Facilitated job specialization and mass production. Demonstrated to managers their role in enhancing
performance and productivity. Negative Attributes
Labor opposed scientific management because its explicit goal was to get more output from workers.
Critics argued that Taylor’s methods and ideas would dehumanize the workplace and reduce workers to little more than drones.
Theorists later argued that Taylor’s views of employee motivation were inadequate and narrow.
![Page 31: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/31.jpg)
The Historical Roots of Organizational Behavior
Classical Organization Theory This perspective was concerned with structuring
organizations effectively. Whereas scientific management studied how
individual workers could be made more efficient, organization theory focused on how a large number of workers and managers could be organized most effectively into an overall structure.
![Page 32: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/32.jpg)
Major Contributors to Classical Organization Theory
Henri Fayol French executive and engineer.
Lyndall Urwick British executive.
Max Weber German Sociologist. Proposed a “bureaucratic” form of structure based on
logic, rationality, and efficiency that was assumed to be the most efficient (universal) approach to structuring for all organizations.
![Page 33: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/33.jpg)
The Emergence of Organizational Behavior
Legacy of Scientific Management and Classical Organizational Theory Rationality, efficiency, and standardization were the
central themes of both scientific management and classic organization theory.
The roles of individuals and groups in organizations were either ignored or given only minimal attention.
The Hawthorne Studies (1927–1932) Focused attention on the role of human behavior in
the workplace. Led directly to the emergence of organizational
behavior as a field of study.
![Page 34: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/34.jpg)
The Hawthorne Studies (1927–1932)
Involved two studies conducted by Elton Mayo at Western Electric’s plant near Chicago: The effects of lighting on productivity. The effectiveness of a piecework incentive system.
The studies yielded surprising results: In the lighting study, productivity went up because
the workers were singled out for special treatment. In the incentive system experiment, social pressures
caused the workers to vary their work rates. As a result of the Hawthorne studies, researchers
concluded that the human element in the workplace was more important than previously thought.
![Page 35: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/35.jpg)
The Emergence of Organizational Behavior
The Human Relations Movement People respond primarily to their social environment. Motivation depends on social, not economic needs. Satisfied employees work harder than dissatisfied
employees. Douglas McGregor – Theory X and Theory Y Abraham Maslow – Hierarchy of needs
Toward Organizational Behavior: The Value of People Organizational behavior reached maturity as a field of
study in the late 1950s .
![Page 36: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/36.jpg)
Contextual Perspectives on Organizational Behavior
The Systems Perspective A system is an interrelated set of elements that
function as a whole.The Systems Approach
Provides a framework for understanding how the elements of an organization interact among themselves and with their environment.
![Page 37: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/37.jpg)
Contextual Perspectives on Organizational Behavior
The Universal Perspective Suggests that whenever a manager encounters a
problem, a universal approach exists that will lead to the desired outcome.
The Contingency Perspective Suggests that whenever a manager encounters a
problem, the approach to use is contingent on other variables.
![Page 38: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/38.jpg)
The Systems Approach to Organizations
![Page 39: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/39.jpg)
Contextual Perspectives on Organizational Behavior
Interactionalism: People and Situations First presented in terms of interactional psychology,
this view assumes that individual behavior results from a continuous and multidirectional interaction between the characteristics of the person and the characteristics of the situation.
Interactionalism attempts to explain how people select, interpret, and change various situations
![Page 40: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/40.jpg)
There Are Few Absolutes in OB
ContingencyVariablesx y
![Page 41: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/41.jpg)
The Independent Variables
IndependentVariables
Individual-Level Variables
OrganizationSystem-Level
Variables
Group-LevelVariables
![Page 42: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/42.jpg)
The Dependent Variables
x
y
![Page 43: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/43.jpg)
The Dependent Variables (cont’d)
![Page 44: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/44.jpg)
The Dependent Variables (cont’d)
![Page 45: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/45.jpg)
The Dependent Variables (cont’d)
![Page 46: Working with people](https://reader031.fdocuments.us/reader031/viewer/2022022414/58777c811a28abc85f8b4b9f/html5/thumbnails/46.jpg)
The Dependent Variables (cont’d)