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Introduction to

the Field of
Organizational
Behavior

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The 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 © N. B. Scott

them to serve customers.

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What are Organizations?

Groups of people who


work interdependently
toward some purpose
 Structured patterns of
interaction
 Coordinated tasks
 Work toward some © N. B. Scott

purpose

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Why Study Organizational Behavior

Understand
organizational
events

Organizational
Behavior
Research
Influence Predict
organizational organizational
events events

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Globalization

Global companies:
 Extend their activities
to other parts of the
world
 actively participate in
other markets
 compete against firms
in other countries

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Globalization

Implications of
globalization:
 New organizational structures
 Different forms of
communication
 More competition, change,
mergers, downsizing, stress
 Need more sensitivity to
cultural differences

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: 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
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: 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

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Information Technology

Affects how employees interact


 Virtual teams
 Telecommuting
Affects how organizations are configured
 Network structures -- alliance of several
organizations

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trends: Values and Ethics

Values
 Stable, long-lasting beliefs about what is important
 personal, cultural, organizational, professional
Importance of values
a. Globalization -- more awareness of different values
b. Values replacing command-and-control
c. More emphasis on ethical business conduct
Ethics
 Moral principles/values -- determines whether actions
are right/wrong and outcomes are good/bad

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Behavior Anchors

Multidisciplinary
anchor

Systematic
Open systems Organizational research
anchor
Behavior anchor
Anchors
Multiple levels
Contingency
of analysis
anchor
anchor

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Open Systems Anchor of OB

Feedback Feedback

Subsystem Subsystem

Inputs Organization Outputs

Subsystem Subsystem

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Knowledge 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

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Knowledge Management Processes

Knowledge acquisition
 Grafting
 Learning
 Experimentation
Knowledge sharing
 Communication
 Communities of practice
Knowledge use © AP/Wide World

 Awareness
 Freedom to apply knowledge

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

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