ob in perspectives

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

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that investigates the impact that

have on behaviour within organizations

-Stephen Robbins,

ORGANIZATIONAL BEHAVIOR IN A NUTSHELL

WHY STUDY OB?

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WHY STUDY OB?

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Satisfy the need to understand and predict


WHY STUDY OB?

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provides the

knowledge and tools

for working with and through others


WHY STUDY OB?

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provides the

knowledge and tools


Get things done by influencing behaviors


WHY STUDY OB?

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provides the

knowledge and tools



Improves

financial

health


WHY STUDY OB?

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provides the

knowledge and tools



Improves

financial

health

“Organizational behaviour knowledge is just as important for the organization’s financial health”. (McShane, & Glinow, Oganizational

Behavior, 2010)


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ORGANIZATION


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ORGANIZATION


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ORGANIZATION

Building high performance teams


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ORGANIZATION

Motivating co-workers



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ORGANIZATION



Handling workplace conflicts


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ORGANIZATION



Handling workplace conflicts Influencing your boss


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ORGANIZATION



Handling workplace conflicts Influencing your boss Changing employee behaviour


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ORGANIZATION

ORGANIZATIONAL

EFFECTIVENESS


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ORGANIZATION

ORGANIZATIONAL

EFFECTIVENESSFINANCIAL GROWTH


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ORGANIZATION

ORGANIZATIONAL

EFFECTIVENESSFINANCIAL GROWTH

FOUR PERSPECTIVES OF ORGANIZATIONAL EFFECTIVENESS

Stakeholder Perspective

High-Performance WP Perspective

Organizational Learning Perspective

Open Systems Perspective

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OPEN SYSTEMS PERSPECTIVE

FeedbackFeedback

FeedbackFeedback

Environment

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QUESTION

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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

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Structural CapitalStructural Capital


Knowledge that people possess and generate

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Structural CapitalStructural Capital Knowledge captured in systems and structures



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Value derived from satisfied customers, reliable suppliers, etc.

Structural CapitalStructural Capital Knowledge captured in systems and structures



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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

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QUESTION

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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

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Valuable

RareDifficult to

imitate

Non-substitutabl

e

HIGH PERFORMANCE WORK PRACTICES

Job autonomy

Employee involvement

Employee competence

Employee performance

QUESTION

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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.

STAKEHOLDER PERSPECTIVE

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“TAKE AWAY MY PEOPLE, BUT LEAVE MY FACTORIES, & SOON GRASS WILL GROW ON THE FACTORY FLOORS. TAKE AWAY MY FACTORIES, BUT LEAVE MY PEOPLE, & SOON WE WILL HAVE A NEW & BETTER FACTORY” - ANDREW CARNEGIE

Ref: McShane/Von Glinow OB 5e © 2010 THE MCGRAW-HILL COMPANIES, INC. ALL RIGHTS

RESERVED 32

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