ob in perspectives
TRANSCRIPT
IN PERSPECTIVE
ORGANIZATIONAL BEHAVIOR
McShane/Von Glinow OB 5e
© 2010 THE MCGRAW-HILL COMPANIES, INC. ALL RIGHTS RESERVED 1
Organizational Behavior, 2003
A field of studyindividuals, groups, and structures
for the purpose of applying such knowledge toward improving an
organizational effectiveness.
ORGANIZATIONAL BEHAVIOR DEFINITION
1-2
that investigates the impact that
have on behaviour within organizations
-Stephen Robbins,
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
WHY STUDY OB?
1-5
Satisfy the need to understand and predict
provides the
knowledge and tools
for working with and through others
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
WHY STUDY OB?
1-6
Satisfy the need to understand and predict
provides the
knowledge and tools
for working with and through others
Get things done by influencing behaviors
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
WHY STUDY OB?
1-7
Satisfy the need to understand and predict
provides the
knowledge and tools
for working with and through others
Get things done by influencing behaviors
Improves
financial
health
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
WHY STUDY OB?
1-8
Satisfy the need to understand and predict
provides the
knowledge and tools
for working with and through others
Get things done by influencing behaviors
Improves
financial
health
“Organizational behaviour knowledge is just as important for the organization’s financial health”. (McShane, & Glinow, Oganizational
Behavior, 2010)
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-12
ORGANIZATION
Motivating co-workers
Building high performance teams
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-13
ORGANIZATION
Motivating co-workers
Building high performance teams
Handling workplace conflicts
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-14
ORGANIZATION
Motivating co-workers
Building high performance teams
Handling workplace conflicts Influencing your boss
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-15
ORGANIZATION
Motivating co-workers
Building high performance teams
Handling workplace conflicts Influencing your boss Changing employee behaviour
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-17
ORGANIZATION
ORGANIZATIONAL
EFFECTIVENESSFINANCIAL GROWTH
ORGANIZATIONAL BEHAVIOR IN A NUTSHELL
1-18
ORGANIZATION
ORGANIZATIONAL
EFFECTIVENESSFINANCIAL GROWTH
FOUR PERSPECTIVES OF ORGANIZATIONAL EFFECTIVENESS
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
1-19
QUESTION
1-21
Does efficiency necessarily translate into effectiveness?No. Efficiency is about doing things right, whereas efffectivess is about doing the right things
INTELLECTUAL CAPITAL
Relationship Relationship CapitalCapital
Structural CapitalStructural Capital
HumanHumanCapitalCapital
1-22
INTELLECTUAL CAPITAL
Relationship Relationship CapitalCapital
Structural CapitalStructural Capital
HumanHumanCapitalCapital
Knowledge that people possess and generate
1-23
INTELLECTUAL CAPITAL
Relationship Relationship CapitalCapital
Structural CapitalStructural Capital Knowledge captured in systems and structures
HumanHumanCapitalCapital
Knowledge that people possess and generate
1-24
INTELLECTUAL CAPITAL
Relationship Relationship CapitalCapital
Value derived from satisfied customers, reliable suppliers, etc.
Structural CapitalStructural Capital Knowledge captured in systems and structures
HumanHumanCapitalCapital
Knowledge that people possess and generate
1-25
ORGANIZATIONAL LEARNING PROCESSES
Applying knowledge to organizational processes in ways that improves the organization’s effectiveness
Distributing knowledge throughout the organization
Extracting information and ideas from its environment as well as through insight
KNOWLEDGEACQUISITION
KNOWLEDGESHARING
KNOWLEDGEUSE
Examples in practiceHiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
1-26
QUESTION
1-27
How shall the organization retain intellectual capital?Retain good employees. OB also aids in employees rethinking the best way to perform a task and how to serve clients.
HIGH PERFORMANCE WORK PRACTICES (HPWPS)
Employees are competitive advantage
1-28
Valuable
RareDifficult to
imitate
Non-substitutabl
e
HIGH PERFORMANCE WORK PRACTICES
Job autonomy
Employee involvement
Employee competence
Employee performance
QUESTION
1-30
What do you think might be the downside of HPWP perspective?
High-performance work practices improve organizational performance at a cost to employee well-being.