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Chapter 1:
McGraw-Hill/Irwin McShane/Von Glinow OB 5e
What is Organizational behavior? The study of what people think, feel, and do (behave) in and around organizations
Organizations
Groups of people who work
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To understand behavior To predict behavior To influence behavior getting things done OB improves an organizations financial health OB is for everyone
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OB Foundations
Distinct field around the 1940s OB concepts discussed for more than 2,000 years Some pivotal scholars before OB formed include:
Max Weber Frederick Winslow Taylor Elton Mayo Chester Barnard (shown) Mary Parker Follett
Chester Barnard
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Feedback
Feedback
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Organizations are complex systems that live within an external environment Effective organizations:
Maintain a close fit with changing conditions in
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KNOWLEDGE SHARING
Distributing knowledge throughout the organization
KNOWLEDGE USE
Applying knowledge
to organizational processes in ways that improves the organizations effectiveness
Examples in practice
-Hiring skilled staff -Acquiring companies -Experimenting -company intranet -meetings -blogs -company magazines -Giving staff freedom to try out ideas
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Organizational Memory
The storage and preservation of intellectual capital Retain intellectual capital by:
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Human Capital
Structural Capital
Relationship Capital
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4. Stakeholder Perspective
Stakeholders: an entity (individual/organization) who affects or is affected by the firms objectives and actions
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Stakeholder Perspective
stakeholders Relies on values and ethics to guide decisions Strong emphasis on corporate social responsibility (e.g. photo shows clean-up after hurricane Katrina: 2005)
Lockheed Martin
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Ethics
Moral principles/values,
determine whether actions are right/wrong and outcomes are good or bad
Lockheed Martin
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beyond the firms immediate financial interests or legal obligations Organizations contract with society
Lockheed Martin
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Task Performance
Organizational Citizenship
more
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(cont)
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Economic, social, and cultural connectivity with people in other parts of the world Effects of globalization on organizations
New organizational structures Increasing diversity Increasing competitive pressures
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Surface-level diversity
Observable demographic and other overt differences in
Deep-level diversity
Differences in psychological characteristics
(e.g. personalities, beliefs, values, and attitudes)
Implications
Pros: Improved decision making Cons: Communication problems, Team Conflict
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Work/life balance
Minimizing conflict (balancing) between work and
Virtual work
Using information technology to perform ones job away
from the traditional physical workplace Telework issues of replacing face time, clarifying employment expectations
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1. Multidisciplinary anchor
Many OB concepts adopted from other disciplines OB develops its own theories, but scans other fields
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3. Contingency anchor
different situations Need to diagnose the situation and select best strategy under those conditions
Q&A
session
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