McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 1 Introduction to the Field of Organizational Behavior
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
11
Introduction to the Field of Organizational Behavior
Introduction to the Field of Organizational Behavior
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-2
Google and OB
Google has leveraged the power of organizational behavior
to attract talented employees who want to make a
difference in the Internet world.
AP/Wide World Photos
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-3
What are Organizations?
• Groups of people who work interdependently toward some purpose– Structured patterns of interaction – Coordinated tasks– Have common objectives (even if not fully agreed)
AP/Wide World Photos
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-4
Why study organizational
behavior
UnderstandUnderstandorganizationalorganizational
eventsevents
Predictorganizational
events
InfluenceInfluenceorganizationalorganizational
eventsevents
Why Study Organizational Behavior
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-5
Trends: Globalization
• Economic, social, and cultural connectivity (and interdependence) with people in other parts of the world
• Effects of globalization on organizations:– New organizational structures
– Different forms of communication
– More diverse workforce.
– More competition, mergers, work intensification and demands for work flexibility
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-6
Trends: Changing Workforce
– Workforce has increasing diversity along several dimensions
– Primary categories
• gender, age, ethnicity, etc.
– Secondary categories• some control over (e.g.
education, marital status)
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-7
Trends: Changing Workforce
• Current trends– Increased racial and ethnic diversity– More women in workforce– Generational diversity– New age cohorts (e.g. Gen-X, Gen-Y)
• Implications– Leverage diversity advantage– Adjust to the new workforce
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-8
Trends: Employment Relationships
• Work-life balance– Number one indicator of career success
– Priority for many young people looking for new jobs
• Employability– “New deal” employment relationship
– Continuously learn new skills
• Contingent work– No explicit or implicit contract for long-term
employment, or minimum hours of work can vary in a nonsystematic way
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-9
Trends: Virtual Work
Using information technology to perform one’s job away from the traditional physical workplace.
– Telecommuting (telework)• working from home, usually internet connection to office
– Virtual teams • operate across space, time, and organizational
boundaries with members who communicate mainly through electronic technologies
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-10
Department of Economic Development, Government of Dubai
Values-based Leadership in Dubai
The Department of Economic
Development (DED) in the Emirate
of Dubai recently devoted several
months to identifying the agency’s
core values: accountability,
teamwork, and continuous
improvement. DED also organized
a series of workshops (shown in
photo) to help employees recognize
values-consistent behaviors.
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-11
Trends: Values/Ethics Defined
Long-lasting beliefs about what is important in a variety of situations
– Define right versus wrong --guide our decisions
Ethics– Study of moral principles or
values that determine whether actions are right or wrong and outcomes are good or bad
Department of Economic Development, Government of Dubai
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-12
Trends: Why Values are Important
1. Need to guide employee decisions and actions
2. Globalization increases awareness of different values
3. Increasing emphasis on applying ethical values
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-13
Corporate Social Responsibility
• Corporate Social Responsibility – Organization's moral obligation toward its
stakeholders
• Stakeholders– Shareholders, customers, suppliers, governments etc.
• Triple bottom line philosophy– Economic, social & environmental
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-14
OrganizationalOrganizationalBehaviorBehaviorAnchorsAnchors
MultidisciplinaryMultidisciplinaryAnchorAnchor
Systematic Systematic Research Research
AnchorAnchor
ContingencyContingencyAnchorAnchor
Open Systems Anchor
Multiple Levels Multiple Levels of Analysis of Analysis
AnchorAnchor
Organizational Behavior Anchors
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-15
Organizational Behavior Anchors
• Multidisciplinary anchor– Many OB concepts adopted from other disciplines
– OB develops its own models and theories, but also needs to scan other fields for ideas
• Systematic research anchor– OB researchers rely on scientific method
– OB also adopting grounded theory and similar qualitative approaches to knowledge
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-16
Organizational Behavior Anchors (con’t)
• Contingency anchor– A particular action may have different consequences in
different situations
– Need to diagnose the situation and select best strategy under those conditions
• Multiple levels of analysis anchor– OB issues can be studied from individual, team, and/or
organizational level
– Topics usually relate to all three levels
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-17
Open Systems Anchor
• Need to monitor and adapt to environment
• External environment -- natural and social conditions outside the organization
• Receive inputs from environment; transform them into outputs back to the environment
• Stakeholders – anyone with a vested interest in the organization
• Organizations consist of interdependent parts (subsystems) that need to coordinate
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-18
Open Systems Anchor
FeedbackFeedback
FeedbackFeedback
Environment
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-19
Knowledge Management Defined
Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-20
Structural Structural CapitalCapital
Relationship Relationship CapitalCapital
Knowledge captured in systems and structures
Value derived from satisfied customers, reliable suppliers, etc.
Human CapitalHuman CapitalKnowledge that people possess and generate
Intellectual Capital
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-21
• Awareness
• Freedom to apply
• Communication
• Communities of practice
• Hiring talent
• Acquiring firms
• Individual learning
• Experimentation
KnowledgeKnowledgeacquisitionacquisition
KnowledgeKnowledgesharingsharing
KnowledgeKnowledgeuseuse
Knowledge Management Processes
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-22
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
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
11
Introduction to the Field of Organizational Behavior
Introduction to the Field of Organizational Behavior
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
11
Chapter OneExtras
Chapter OneExtras
McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 1-25
Job Security vs. Employability
Job SecurityJob Security
• Lifetime job security
• Jobs are permanent
• Company manages career
• Low emphasis on skill development
EmployabilityEmployability
• Limited job securityLimited job security
• Jobs are temporaryJobs are temporary
• Career self-Career self-managementmanagement
• High emphasis on skill High emphasis on skill developmentdevelopment