ch01 pengantar
DESCRIPTION
TRANSCRIPT
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Introduction to Introduction to the Field of the Field of Organizational Organizational BehaviorBehavior
Introduction to Introduction to the Field of the Field of Organizational Organizational BehaviorBehavior
C H A P T E RC H A P T E R 11
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
The Container Store and OBThe Container Store and OB
The Container Store applies
organizational behavior
theories and concepts. The
highly successful retailer
carefully hires people with
matching values and positive
work attitudes, then empowers
them to serve customers.
© N. B. Scott
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
What are Organizations?What are Organizations?What are Organizations?What are Organizations?
Groups of people who work interdependently toward some purpose
Structured patterns of interaction
Coordinated tasks
Work toward some purpose
© N. B. Scott
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
OrganizationalOrganizationalBehaviorBehaviorResearchResearch
UnderstandUnderstandorganizationalorganizational
eventsevents
PredictPredictorganizationalorganizational
eventsevents
InfluenceInfluenceorganizationalorganizational
eventsevents
Why Study Organizational BehaviorWhy Study Organizational Behavior
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: GlobalizationTrends: Globalization
Global companies:Extend their activities
to other parts of the world
actively participate in other markets
compete against firms in other countries
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: GlobalizationTrends: Globalization
Implications of globalization:New organizational
structures
Different forms of communication
More competition, change, mergers, downsizing, stress
Need more sensitivity to cultural differences
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: Changing WorkforceTrends: Changing Workforce
Primary and secondary 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 through: cultural awareness
family-friendly
empowerment
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: Employment RelationshipTrends: Employment Relationship
Employability employees perform many tasks, not a specific job
Contingent work no explicit or implicit contract for long-term
employment
Telecommuting working from home, usually with a computer
connection to the office
Virtual teams operate across space, time, and organizational
boundaries; mainly communicate through electronic technologies
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: Information TechnologyTrends: Information Technology
Affects how employees interact Virtual teams Telecommuting
Affects how organizations are configured Network structures -- alliance of several
organizations
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Trends: Values and EthicsTrends: Values and Ethics
Values Stable, long-lasting beliefs about what is important personal, cultural, organizational, professional
Importance of valuesa. Globalization -- more awareness of different valuesb. Values replacing command-and-controlc. More emphasis on ethical business conduct
Ethics Moral principles/values -- determines whether actions
are right/wrong and outcomes are good/bad
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
OrganizationalOrganizationalBehaviorBehaviorAnchorsAnchors
MultidisciplinaryMultidisciplinaryanchoranchor
SystematicSystematicresearchresearchanchoranchor
ContingencyContingencyanchoranchor
Open systemsOpen systemsanchoranchor
Multiple levelsMultiple levelsof analysisof analysis
anchoranchor
Organizational Behavior AnchorsOrganizational Behavior Anchors
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
FeedbackFeedback FeedbackFeedback
OutputsOutputsInputsInputs
SubsystemSubsystemSubsystemSubsystem
SubsystemSubsystem SubsystemSubsystem
OrganizationOrganization
Open Systems Anchor of OBOpen Systems Anchor of OB
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Knowledge Management DefinedKnowledge Management Defined
Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Intellectual CapitalIntellectual Capital
Human capital Knowledge that employees possess
and generate
Structural capital Knowledge captured in systems and
structures
Relationship capital Value derived from satisfied customers,
reliable suppliers, and others
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Knowledge Mgt. at Atlantic BakingKnowledge Mgt. at Atlantic Baking
Rod Wilcox and his company,
Atlantic Baking Group, quickly
acquired knowledge about how to
operate a cracker bakery by
rehiring Nabisco employees who
had been laid off from this East
Liberty, PA, plant a year earlier.© AP/Wide World
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Knowledge Management ProcessesKnowledge Management Processes
Knowledge acquisition Grafting Learning Experimentation
Knowledge sharing Communication Communities of practice
Knowledge use Awareness Freedom to apply knowledge
© AP/Wide World
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Organizational MemoryOrganizational Memory
The storage and preservation of intellectual capital
Retain intellectual capital by: Keeping knowledgeable employees Transferring knowledge to others Transferring human capital to structural
capital
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Introduction to Introduction to the Field of the Field of Organizational Organizational BehaviorBehavior
Introduction to Introduction to the Field of the Field of Organizational Organizational BehaviorBehavior
C H A P T E RC H A P T E R 11