MNGT 5590Organizational Behavior

Week 1: Introduction/Chapter 1

Dr. George Reid

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1Chapter 1: Introduction tothe Field ofOrganizational Behavior

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Why Study OB?• Satisfy the need to understand and predict

• Helps us to test personal theories

• Influence behavior – get things done

• OB improves an organization’s financial health (how?)

• OB is for everyone (but the buck stops with MANAGEMENT)

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Organizational Behavior

MNGT 5590 Dr. Reid4

Task Behaviors

Relationship Behaviors

Business Goals

Ground Rules for Business

1. Begin on time

2. Participate and share your ideas (points)

3. Encourage others to learn and participate

4. Ask questions if you do not understand (during class; in private only if private matter)

5. Listen to others without being evaluative

6. No sidebar conversations– share it

7. No cell phone/texting in class (ring off/go outside)

8. Other rules as may be necessary to maintain a productive learning environment!

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Week Topics/Activities/Assignments (schedule subject to adjustment) Chapter in Text

1 Introduction to the Field of Organizational BehaviorMajor Case: Introduction

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2 Case #1: Analysis Due (50 pts)Individual Behavior, Values, and PersonalityPerception and Learning in OrganizationsWorkplace Emotions, Attitudes & StressMajor Case: Analysis in Teams

234

3 Foundations of Employee Motivation Applied Performance Practices Major Case: Planning for Data CollectionMajor Case: Analysis Paper Due (100 pts)

56

4 Case #2: Analysis Due (50 pts)Major Case: Data Collection/Discovery

N/A

5 Midterm Examination (Chapters 1-6) (200 pts)Major Case: Summarize DataDecision Making and CreativityTeam DynamicsCommunicating in Teams and Organizations

789

6 Case #3: Analysis Due (50 pts)Power and Influence in the WorkplaceConflict and Negotiation in the Workplace Leadership in Organizational SettingsMajor Case: Feedback/report planning

101112

7 Case #4: Analysis Due (50 pts)Major Case: Feedback Presentations (100 pts)

N/A

8 Organizational Structure Organizational CultureOrganizational ChangeMajor Case: Final Report Paper Due (100 pts)

131415

9 Final Examination (Chapters 1 – 15) (200 pts)

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Attendance* and participation 100 points = 10%

Case Studies – Analysis (4 x 50 pts.) 200 points = 20%

Major Case: (Participation: 100 pts., Analysis Paper: 100 pts., Final report: 100 pts.

300 points = 30%

Midterm Exam 200 points = 20%

Final Exam 200 points = 20 %

TOTAL 1000 points =100%

*One class only may be made-up, if missed for any reason.

Grading

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Quicken Loans

Quicken Loans has become one of America’s most successful companies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.

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Organizational Behavior and OrganizationsOrganizational behavior

The study of what people think, feel, and do in and around organizations

OrganizationsGroups of people who work interdependently

toward some purposeCollective sense of purposeVarious types of structures and communication

systems

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Why Study OB?To understand and predict

Helps us to test/improve personal theories

Influence behavior – get things done

OB improves an organization’s financial health

OB is for everyone

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Organizational EffectivenessThe ultimate dependent

variable in OB

Old approach – achieving limited goals

Problem with goal attainmentCould set easy goalsCompany might achieve

wrong goals

Drag picture to placeholder or click icon to add

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Four Perspectives of Organizational Effectiveness

Stakeholder Perspective

High-Performance WP Perspective

Organizational Learning Perspective

Open Systems Perspective

NOTE: Need to consider all four perspectives when assessing a company’s effectiveness

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Open Systems PerspectiveOrganizations are complex systems that

“live” within, and depend on, the external environment

Effective organizationsMaintain a close “fit” with changing conditionsTransform inputs to outputs efficiently and

flexibly

Foundation for the other three organizational effectiveness perspectives

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•Products/services

•Shareholder dividends

•Community support

•Waste/pollution

Technological subsystem

Marketing /Sales

subsystem

Production

subsystem

Cultural

subsystem

subsystem

subsyste

m

Purchasing

subsystem

Engineering

subsystem

Accounting

subsystem

subsyst

em

Socialization subsystem

subs

yste

m

•Raw materials

•Human resources

•Information

•Finances

•Equipment

FeedbackFeedback

subsyste

m

subsystem

subsy

ste

m

Managerial

subsystem

Transforming inputs to outputs

Open Systems Perspective

External Environment

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Organizational Learning Perspective

An organization’s capacity to acquire, share, use, and store valuable knowledge

Need to consider both stock and flow of knowledgeStock: intellectual capitalFlow: org learning processes

of acquisition, sharing, use, and storage

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Intellectual Capital

Relationship Capital

Value derived from satisfied customers, reliable suppliers, etc.

StructuralCapital

Knowledge captured in systems and structures

HumanCapital

Knowledge that people possess and generate

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Organizational Learning Processes

Knowledge Acquisition

Knowledge Sharing

KnowledgeUse

Knowledge Storage

• Learning

• Scanning

• Grafting

• Experimenting

• Communicating

• Info systems

• Internal learning

• Training

• Observing

• Awareness of knowledge

• Sense making (locating knowledge)

• Autonomy to apply knowledge

• Human memory

• Documentation

• Practices/habits

• Databases

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Organizational MemoryThe storage and preservation of

intellectual capital

Retain intellectual capital by:Keeping knowledgeable employeesTransferring knowledge to othersTransferring human capital to

structural capital

Successful companies also unlearn

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High-Performance Work Practices

Workplace practices that leverage the potential of human capital

Four HPWPs (likely others)1. Employee involvement2. Job autonomy 3. Develop competencies (training, selection)4. Performance-based rewards

Need to “bundle” them – work best together

Case B1: Wood Art

© 2010 The McGraw-Hill Companies, Inc. All rights reservedMcShane/Von Glinow OB 5e20

Mgr. Q & CS

General Mgr.

SupvSupv

Pat: Gen Manager

Workers

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Case Example: Analysis

What is What should be

How to get there?

Current INPUTS: Current PROCESSES: Current OUTPUTS:

Desired INPUTS: Desired PROCESSES: Desired OUTPUTS:

•Describe the nature of communication between the supervisor, Pat, and her workers:

•How would you describe Pat’s management style?

•What suggestions can the Supervisor of Quality and Customer Service make to assist Pat in achieving Productivity, Quality AND Safety goals?

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Corporate Social Responsibility at MTN

At MTN Group, Africa’s largest mobile (cell) phone company, employees help the community and environment through the company’s award-winning “21 Days of Y’ello Care” program. This photo shows MTN employees painting schools during a recent Y’ello Care event.

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Stakeholder PerspectiveStakeholders: entities who affect

or are affected by the firm’s objectives and actions

Personalizes the open systems perspective

Challenges with stakeholder perspective:Stakeholders have conflicting

interests, values, ethicsFirms have limited resources to

satisfy all stakeholder needs

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Stakeholders and CSRStakeholder perspective

includes corporate social responsibility (CSR)Benefit society and

environment beyond the firm’s immediate financial interests or legal obligations

Organization’s contract with society

Triple bottom lineEconomy, society,

environment

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GlobalizationEconomic, social, and cultural connectivity

with people in other parts of the world

Driven by better communication and transportation systems

Effects of globalization on organizationsLarger markets, lower costs, more innovationIncreasing diversityIncreasing work intensification, less work-life

balance (24/7 schedule)

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Increasing Workforce Diversity

Surface-level vs deep-level diversity

ImplicationsBetter knowledge,

decisions, representation, financial returns

Manage challenges of diversity (e.g. teams, conflict)

Ethical imperative of diversity

Drag picture to placeholder or click icon to add

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Emerging Employment Relationships

Work/life balance Minimizing conflict between work and nonwork

demands

Virtual workUsing information technology to perform one’s

job away from the traditional physical workplaceTelecommuting – issues of social isolation,

emphasis on face time, employee self-motivated

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Organizational Behavior Anchors

Systematic research anchorOB knowledge is built on systematic

researchEvidence-based management – rely on

research evidence, not fads, untested assumptions

Multidisciplinary anchorMany OB concepts adopted from other

disciplinesOB develops its own theories, but scans

other fields

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Organizational Behavior Anchors (con’t)

Contingency anchorA particular action may have different

consequences in different situationsNeed to diagnose the situation and select

best strategy under those conditions

Multiple levels of analysis anchorIndividual, team, organizational level

of analysisOB topics usually relevant at all three

levels of analysis

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Preview:Case: S-Tech Global Security Systems

Fire & intrusion alarms, video surveillance

Offices in 7 countries,1200 employees

Founded 1990 in Italy; purchased by Chris Huang – moved HQ to Shanghai

Wants to implement ERP System (integrated IT functions)

S-Tech Global Security Systems

Chris Huang, CEO

Terry Chen, Director, Field Operations

Pat Wang, Director, Scheduling & Planning

Sandy Zhang, Director, Sales & Marketing

Sam Wu, Director, Electronics Design & Development

Dates and my responsibilities:

Prelim Analysis_______Week 2 ________

Plan interviews: _______Week 3 _______

Conduct interviews: ____Week 4_______

Summarize data: _______Week 5_______

Plan for feedback ______Week 6_______

Feedback presentations: ____Week 7____

This case: Individual assignments due:

Individual analysis paper: _____Week 3_____

Final report paper: _________Week 8______

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For Next Week (Sunday 11th)Chapters 2 – 3 – 4

Read S-Tech Case. You are the OB consultants helping with Readiness for ERP

Take Notes to Analyze S-Tech Case. Complete IPO Table X 6 (Current>Future)

Comment on communication and leadership. Do not make recommendations at this time. Instructor will review notes for accountability