c 1 intro to organizational behavior [972003]

8/3/2019 c 1 Intro to Organizational Behavior [972003]

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ASSOC PROF DR NORLIDA

KAMALUDDIN


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What is organizational behavior and why

is it important?

What are organizations like as worksettings?

What is the nature of managerial work?

How do we learn about organizationalbehavior?

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Organizational behavior

Study of human behavior in

organizations.

An interdisciplinary field devoted to

understanding individual and groupbehavior, interpersonal processes,

and organizational dynamics.

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Scientific methods models

Simplified views of reality that attempt

to identify major factors and forcesunderlying real-world phenomenon.

Link presumed causes of events

(independent variables) with outcomes(dependent variables).

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A. Field Studies

B. Meta AnalysesC. Case Studies

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Meta analyses use statistical pooling from many

studies. This aggregating technique allows OB

researchers to generalize and apply the conclusions

to many OB situations.

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Scientific thinking is important to OB:

The process of data collection is

controlled and systematic.Proposed explanations are carefully

tested.

Only explanations that can bescientifically verified are accepted.

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Contingency thinking

Managers must understand the demands of

different situations and develop responsesthat best fit the circumstances and people

involved.

OB scientific models gather evidence of how

different situations can best be understoodand handled.

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Modern workplace trends

Commitment to ethical behavior.

Importance of human capital.

Formal authority (command and control) replaced bygroup decisions and consensus.

Emphasis on teamwork.

Pervasive influence of information technology.

Respect for new workforce expectations. Changing concept of careers.

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Organization

A collection of people workingtogether in a division of labor to

achieve a common purpose.

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The core purpose of an

organization is the creation of

goods and services.

Mission statements focus

attention on the core purpose.

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Our Reason for Being:

To serve our customers' health needs with

imaginative science from plants and minerals;

To inspire all those we serve with a mission of

responsibility and goodness;

To empower others by sharing our knowledge,

time, talents, and profits; and

To help create a better world by exchanging our

faith, experience, and hope.

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http://www.tomsofmaine.com/


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?

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URMISSIONSTATEM

ENT

The Faculty of Business Management will

achieve academic excellence based on

quality work culture through:

Providing an integrated programme with coursesfulfilling the needs of an industrialized nation

Establishing effective development of human

resources capable of delivering internationallyrecognized research and consultancy services;

Producing professional and competitivegraduates towards satisfying industry needsthrough conducive teaching and learning

environment.

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Strategy

Comprehensive plan that guides

organizations to operate in ways thatallow them to outperform their

competitors.

See Toms of Maine strategy thatsupports their mission.

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http://www.tomsofmaine.com/business-practices/stewardship-model.aspxhttp://www.tomsofmaine.com/business-practices/stewardship-model.aspxhttp://www.tomsofmaine.com/business-practices/stewardship-model.aspx


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Stakeholders

People, groups, and institutions having

an interest in an organizationsperformance.

Interests of multiple stakeholders

sometimes conflict.

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Organizational culture

The shared beliefs and values that

influence the behavior of organizationalmembers.

Reflects the internal personality of the

organization. How we do things around here

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Constructive culture

Members are encouraged to work together in ways

that meet higher order human needs.

Passive/defensive culture

Members tend to act defensively in their working

relationships.

Aggressive/defensive culture Members tend to act forcefully in their working

relationships to protect their status and positions.

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Describe an organization you have worked

for, or been a member of.

How was the culture constructive?Defensive? Aggressive? Explain.

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Workforce diversity

Individual differences of

organizational members, based ongender, race and ethnicity, age,

able-bodiedness, and sexual

orientation.

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Workforce has

increasing diversity

along several

dimensions

Primary categories

gender, age, ethnicity,

etc.

Secondary categories

some control over (e.g.

education, marital

status)


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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


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Multiculturalism

Refers to inclusiveness,

pluralism and genuine respect

for diversity and individual

differences.

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Your professor states: One of your assignments

this term is a team project. Please select and

sign up for a team project. Do you . . .

a) Signal your friends in the classroom, and agree to

sign up together for the same team.

b)

Wait for everyone to sign up, and then decide.c) Just pick a team randomly.

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Manager

Someone whose job it is to directly support the work

efforts of others.

Effective manager

One whose team consistently achieves its goals while

members remain capable, committed, and

enthusiastic.

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Task performance

Quality and quantity of the work produced by the work

unit as a whole.

Job satisfaction How people feel about their work and the work setting.

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The management process.

Planning

Organizing

Leading

Controlling

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The nature of managerial work.

Managers work long hours.

Managers are busy people.

Managers are often interrupted.

Managerial work is fragmented and variable.

Managers work mostly with other people.

Managers spend a lot of time communicating.

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Managerial skills and competencies

Skill

An ability to translate knowledge into actionthat results in a desired performance.

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Technical skill

Ability to perform specialized tasks.

Human skill

Ability to work well with other people.

Conceptual skill

Capacity to analyze and solve complex and

interrelated problems.

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Emotional intelligence

Ability to understand and deal with emotions.

Self-awareness

Self-regulation Motivation

Empathy

Social skill

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Moral Management includes ethics in decision-

making.

Immoral manager

Amoral manager

Moral manager

Practices ethics mindfulness.

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Learning An enduring change in behavior that results from

experience.

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Life-long learning

Continuous learning from everyday work experiences,

colleagues, mentors, and training seminars and

workshops.Organizational learning

Process of acquiring knowledge and utilizing

information to adapt successfully to changing

circumstances.

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c 1 intro to organizational behavior [972003]

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