moods & behaviour
TRANSCRIPT
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C H A P T E R
2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
1Introduction tothe Field of
OrganizationalBehavior
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2 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Google and OB
Google founders Larry Page
and Sergey Brin have
leveraged the power of
organizational behavior to
create the worlds leading
Internet search engine as well
as one of the best places to
work. Richard Hernandez/San Jose Mercury News
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3 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
What are Organizations?
Groups of people who work
interdependently toward some
purpose
Structured patterns ofinteraction
Coordinated tasks
Work toward some
purpose
Richard Hernandez/San Jose Mercury News
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4 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Organizational
Behavior
Research
Understand
organizational
events
Predict
organizational
events
Influence
organizational
events
Why Study Organizational Behavior
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5 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Trends: Globalization
Economic, social, and cultural connectivity with
people in other parts of the world
Effects of globalization on organizations:
Greater efficiencies and knowledge sources
Ethical issues about economies of developing countries
New organizational structures and communication
Greater workforce diversity
More competitive pressure, demands on employees
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6 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Trends: Information Technology
Blurs temporal and spatial boundaries
between employees and organizations
Re-designs jobs and power relationships
Increases value of knowledge management
Supports telecommuting
Supports virtual teams
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7/207 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Telecommuting
An alternative work arrangement where
employees work at home or remote site,
usually with a computer connection to the
office
Tends to increase productivity and
empowerment, reduce stress and costs
Problems with lack of recognition, lack ofsocial interaction
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8/208 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Trends: Changing Workforce
Primary and secondary diversity -- butconcerns about distinguishing people byethnicity
More women in workforce and professions
Different needs of Gen-X/Gen-Y and baby-boomers
Diversity has advantages, but firms need toadjust
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Trends: Employment Relationship
Employability
New deal employment relationship
Continuously learn new skills
Contingent work
No contract for long-term employment
Free agents, temporary-temporaries
Minimum hours of work vary
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10/2010 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Employability vs Job Security
Job Security
Lifetime job security
Jobs are permanent
Company manages
career
Low emphasis on skill
development
Employability
Limited job security
Jobs are temporary
Career self-
management
High emphasis on skill
development
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11/2011 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Trends: Workplace Values & Ethics
Values are long-lasting beliefs about what is
important in a variety of situations
Define right versus wrong --guide our decisions
Values relate to individuals, companies, professions,
societies, etc.
Importance values due to:
Need to guide employee decisions and actions
Globalization increases awareness of different values
Increasing emphasis on applying ethical values
Ethics -- study of moral principles or values
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12/2012 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Values/Ethics at Toms of Maine
Tom and Kate Chappell have
built Toms of Maine, the
personal health care
products firm, around the
idea that businesses need to
be compatible with the
personal values of theiremployees.
Courtesy of Toms of Maine
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13/2013 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Corporate Social Responsibility
Corporate Social Responsibility Organizations moral obligation toward its
stakeholders
Stakeholders Shareholders, customers, suppliers,
governments etc.
Triple bottom line philosophy
Economic, Social & Environmental
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14/2014 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
OrganizationalBehavior
Anchors
MultidisciplinaryAnchor
SystematicResearchAnchor
ContingencyAnchor
Open SystemsAnchor
Multiple Levelsof AnalysisAnchor
Organizational Behavior Anchors
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15/2015 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
OutputsInputs
SubsystemSubsystem
Subsystem Subsystem
Organization
Open Systems Anchor of OB
FeedbackFeedback
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16/2016 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Knowledge Management Defined
Any structured activity that
improves an organizations
capacity to acquire, share,and use knowledge for its
survival and success
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17/2017 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
StructuralCapital
RelationshipCapital
Knowledge captured in systemsand structures
Values derived from satisfiedcustomers, reliable suppliers, etc.
Human CapitalKnowledge that people possess
and generate
Intellectual Capital
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18/2018 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Awareness
Empowerment
Communication
Communities ofpractice
Grafting
Individuallearning
Experimentation
Knowledge
acquisition
Knowledge
sharing
Knowledge
use
Knowledge Management Processes
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19/2019 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e
Organizational 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
Successful companies also unlearn.
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C H A P T E R
2005 The McGraw Hill Companies Inc All rights reserved
1Introduction tothe Field of
Organizational
Behavior