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Introduction to the field oforganisational behaviour
Chapter 1
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Chapter learning objectives
1. Define organisational behaviour.
2. Identify three reasons for studying
organisational behaviour.3. Describe five trends in organisational
behaviour.
4. Identify the five anchors on whichorganisational behaviour is based.
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Chapter learning objectives
5. Diagram an organisation from an
open systems view.
6. Define knowledge management andintellectual capital.
7. Identify three that organisations
acquire knowledge.
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Computershare and
organisational behaviour
Computershare Ltd has
leveraged the power of
organisational
behaviourto become
one of Australias
leading high technology
companies.
Courtesy of Computershare Ltd
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What are organisations?What are organisations?
Groups of people who
work interdependently
toward some purpose structured patterns of
interaction
coordinated tasks
work toward some
purpose
Courtesy of Computershare Ltd
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OrganisationalOrganisational
behaviourbehaviourresearchresearch
UnderstandUnderstand
organisationalorganisational
eventsevents
PredictPredict
organisationalorganisational
eventsevents
InfluenceInfluence
organisationalorganisational
eventsevents
Why study organisational
behaviour?
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Why study organisational
behaviour?1. Satisfy the need to understand and
predict
Helps us figure out why organisationalevents happen
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Why study organisational
behaviour?2. Helps us to test personal theories
Helps to question and rebuild personal
theories
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Why study organisational
behaviour?3. Influence organisational events
Improves our ability to work with people
and influence organisational events
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Trends: 1.globalisation
Global companies
extend their activitiesto other parts of the
world
actively participate inother markets
compete againstfirms in othercountries
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Trends: globalisation
Implications ofglobalisation
new organisationalstructures
different forms ofcommunication
more competition,change, mergers,downsizing, stress
need more sensitivity tocultural differences
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Trends: 2.changing workforce
Primary and secondary diversity
More women in workforce and professions
Different needs of Gen-X, Gen-Y andbaby-boomers
Diversity has advantages, but firms need
to adjust through cultural awareness
family-friendly policies
empowerment
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Trends: 3.employment
relationship
Employabilityemployees perform many tasks, not a specific
job
Casual workno explicit or implicit contract for long-term
employment
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Trends: 3.employment relationship
Telecommuting working from home, usually with a computer
connection to the office
Virtual teams operate across space, time and organisational
boundaries; mainly communicate through
electronic technologies
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Trends: 4.information technology
Affects how employees interact virtual teams
telecommuting
Affects how organisations areconfigured / design / set up network structures
alliance of several
organisations
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Trends: 5.values and ethics
Values stable, long-lasting beliefs about what is
important
personal, cultural, organisational, professional
Importance of values globalisation more awareness of different
values values replacing command and control
more emphasis on ethical business conduct
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Trends: 5.values and ethics
Ethics moral principles/values determine whether
actions are right/wrong and outcomes are
good/bad
Relates to most OB topicse.g. employee
monitoring, peer pressure, organisational
politics
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OrganisationalOrganisational
behaviourbehaviour
anchorsanchors
MultidisciplinaryMultidisciplinary
anchoranchor
SystematicSystematicresearchresearch
anchoranchor
ContingencyContingency
anchoranchor
Open systemsOpen systems
anchoranchor
Multiple levelsMultiple levelsof analysisof analysis
anchoranchor
Organisational behaviour
anchors
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5 Organisational behaviour
anchors1. Multidisciplinary anchor Many OB concepts adopted from other
disciplines
e.g. psychology concepts in motivation,perceptions
emerging fields: communication,information systems, marketing, womensstudies
OB is developing its own models andtheories, but needs to continue scanning otherfields for ideas
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Organisational behaviour
anchors2. Systematic research anchor
OB researchers rely on scientific method
a set of principles and procedures that help
researchers systematically understandpreviously unexplained events and conditions
OB also turning to qualitative research
methods (research into the attitudes, concerns,
& behaviour of an organisations members in
relation to the organisation)
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Organisational behaviour
anchors3. Contingency anchor
A particular action may have different
consequences in different situationsnosingle solution is best in all
circumstances
Need to diagnose the situation and
select best strategy under those conditions
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Organisational behaviour
anchors4. Multiple levels of analysis anchor
OB issues can be studied from
individual, team and/or organisationallevel
Topics identified at one level, but
usually relate to all three levels
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Organisational behaviour anchors
5.Open systems anchor
Open systems organisations consist ofinterdependent parts that work together tocontinually monitor and transact with theexternal environment
External environment natural and socialconditions outside the organisation
stakeholdersvested interests in theorganisation
environment is increasingly turbulentrapidchange
( Organisations need to adapt to externalenvironment)
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FeedbackFeedback FeedbackFeedback
OutputsOutputsInputsInputs
SubsystemSubsystemSubsystemSubsystem
SubsystemSubsystem SubsystemSubsystem
OrganisationOrganisation
Open systems anchor of OB
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Knowledge management
defined
Any structured activity that improves an
organisations capacity to acquire, share
and use knowledge for its survival and
success.
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Intellectual 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
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Knowledge Management at
Billabong
Billabong, the
Queensland-based
surf wear company,
practises knowledge
acquisition byemploying people
who live that
lifestyle.
Courtesy of Billabong
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Knowledge management processes
1.Knowledge acquisition
organisations ability to extract
information and ideas from its
environment as well as through insight /
perception Graftingacquiring knowledge by hiring
individuals or buying entire companies
Individual learning learning about external
environment
Experimentation creativity, insight
Courtesy of Billabong
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Knowledge management
processes
Knowledge sharing
distributing knowledge to where it is
needed in the organisation.
Communicationintranets, face to face,
teams, etc.
Communities of practice informal groups
bound together by shared expertise andpassion for a particular activity or interest
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Knowledge management
processes
Knowledge use
Awareness - know that relevant knowledge is
available Organisation supports experiential learning
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Organisational memory
The storage and preservation ofintellectual capital
Retain intellectual capital by keeping knowledgeable employees
transferring knowledge to others
transferring human capital to structuralcapital
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Organisations also need to
unlearn
Cast off routines and patterns of
behaviour that are no longer
appropriate