COMMERCE 2BA3 ORGANIZATIONAL

BEHAVIOURClass 1

O.B. Introduction, Definition, History

Dr. Christa Wilkin

1

Agenda

Introductions Icebreaker Course overview Introduction to OB Contemporary management concerns

2

Introductions

About your instructor PhD from Mac CHRP (certified human resources

professional) Experience in HR; taught 2BA3 last spring

3

Icebreaker

What do we have in common? Break into groups of four to five people Find two things in common with each

other E.g., food likes, sports, music, TV

shows, hobbies Rule: The thing in common can’t be

that you are a Mac student taking 2BA3

Pick a spokesperson who will introduce the group members and tell the class what they have in common

4

Course Overview

Text available at the McMaster Bookstore:

Organizational Behaviour: Understanding and Managing Life at Work (8th Edition), by Gary Johns and Alan Saks (Prentice Hall)New: ~ $130.75 Used: ~ $98.10

Format: Combination of lectures and in-class

exercises

5

How to find me…

Contact info: Email: AustinCL@mcmaster.ca Website:  http://www.business.mcmaster.ca/courses/com2BA3/austincl/ Office phone: 525-9140 x 26167 Office hours: By appointment

6

How to Find Your TA...

Chun-Hsiao (Darren) Wang E-mail: wangc28@mcmaster.ca Office phone: 905-525-9140 ext. 26359

7

Grading

Group Assignment (25%) due week 6 Random assignment to group of 3 to 4 Watch movie and apply three OB theories

Mid-term (35%) in week 4 Multiple-choice questions

Final exam (35%) in week 7 Same format as mid-term

Participation (5%) Demonstrate engagement with the course

material

8

Course Topics Ch 1: O.B. Introduction, Definition, History Ch 2: Personality & Learning Ch 3: Perception, Attribution, Judgment Ch 4: Values, Attitudes & Work Behaviour Ch 5: Theories of Work Motivation Ch 6: Motivation in Practice Ch 7: Groups and Teamwork Ch 8: Influence, Socialization, Culture Ch 9: Leadership

Ch 10: Communication Ch 11: Decision Making Ch 12: Power, Politics and Ethics Ch 13: Conflict & Stress Ch 14: Organizational Structure Ch 15: Environment, Strategy, Technology Ch 16: Change, Development, Innovation

MID-TERM

FINAL EXAM

9

Expectations

What I expect of you Attendance. I expect you to attend every class. Participation. Strongly encouraged Group work. Formed during the second week of

classes What to expect from me Lecture notes will be posted by Saturday of each

week Exams will be based on text and lecture notes; so

even if we don’t review it in the lecture, if it is in the text, it is fair game

Available after class or by appt. Use practical examples to highlight relevance of

theories

10

QUESTIONS?

11

CH 1: INTRODUCTION TO OB

12

Organizational Behavior (OB)

The attitudes and behaviours of individuals and groups in organizations

Why study OB? Effective and competitive organizations Help you to retain the people who came up

with the good ideas Useful in any job, organization, industry,

anywhere

13

Organizational Behavior (OB)

OB theories have widespread applications

Knowing these theories can help you to: Evaluate “solutions” proposed by

consultants and managers Solve new problems and adapt to new

situations Stay “current” in your field

Evidence-based management is crucial

14

Evolution of OB

Classical View (Early 1900s) Attempts to prescribe the “correct” way

to manage an organization and achieve its goals

High specialization of labour (each dept tended to its own business, and decision making was centralized)

Bureaucracy Max Weber Strict chain of command, detailed rules, high

specialization, centralized power, and selection and promotion based on technical competence

Scientific Management Frederick Taylor Use of careful research to determine degree of

specialization

15

Evolution of OB

Human Relations Movement Hawthorne Studies – research conducted

at the Hawthorne plant of Western Electric in the 1920s that examined how psychological and social processes affect productivity

How physical environment affects productivity

Effect of interest being shown in them Advocates management styles that are

more participative and oriented towards employee needs

16

Question

Which approach (classical or human relations) is better? Which approach would you use?

17

Evolution of OB

Where are we today??? The Contingency Approach

No one best way to manage Management style depends on the

demands of the situation

18

What do Managers do?

Mintzberg Informational Roles: Ways the manager

receives and transmits information (e.g., attend workshop)

Interpersonal Roles: Establishing and maintaining interpersonal relations (e.g., mentor, discipline)

Decisional Roles: Deal with decision making (e.g,. conflicts)

19

Quiz Question

The contingency approach to management suggests that:

A) Management style depends on the demands of the situation.

B) The best management style depends on the size of the organization.

C) Management style makes no difference.D) Management styles are constantly

changing.E) One management style should work for all

individuals.

20

CONTEMPORARY MANAGEMENT CONCERNS

21

Focus on Quality, Speed, and Flexibility

Intense competition has given rise to the need for organizations to improve quality, speed, and flexibility.

This requires a high degree of employee involvement, commitment, and teamwork.

Organizational behaviour is concerned with these issues.

22

Recruitment and Retention

A major challenge facing organizations today is the recruitment and retention of skilled employees.

Canadian organizations face severe shortages of labour in the coming years and many are already having trouble hiring and retaining employees.

Question: Why do you think this is the case?

Organizational behaviour can help companies improve their recruitment and retention and become an employer of choice.

23

Workplace Diversity

More women in workforce and professions

Different needs of Gen-X/Gen-Y and baby-boomers

Diversity has advantages, but firms need to adjust

24

Employee-Employer Relationships

Employability “New deal” relationship Continuously learn new skills

Contingent work No contract for LT employment Minimum hours of work vary

Consequences Decreased trust, lower morale, decline in

job satisfaction, increased stress, absenteeism on the rise

25

QUESTIONS?

26

Summary

OB has widespread applications Evolution of OB Classical Human Relations

Contingency Managers have different roles

Receive and transmit information Interact with people Make decisions

Contemporary ConcernsQuality

, speed, flexibili

ty

Recruitment and

Retention

Workplace diversity

Employment relationship

27

For Next Class

Read chapters two and three *** Remember your namecard ***

28