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Organisationalbehaviouristhestudyofwhatpeoplethink,feelanddoinandaroundorganisations.Lookingatemployeebehaviour,decisions,perceptionsandemotionalresponses.Organisationsaregroupsofpeoplewhoworkinterdependentlytowardssomepurpose.
Technologicaldevelopments,consumerexpectations,globalcompetitionandmanyotherfactorshaveunprecedentedpressureonprivate/publicsectorandnot-for-profitorganisationstosurviveandthrive.Thethreemajorchallengesfacingorganisations:
1. Globalisation–economic,socialandculturalconnectivitywithpeopleinotherpartsoftheworld.Itoffersentity’smanybenefitsintermsoflargermarkets,lowercostsandgreateraccesstoknowledgeandinnovation.However,themostimportantissueishowcorporateleadersandemployeesalikecanleadandworkeffectivelyinthisemergingreality.
2. Increasingworkforcediversity–
Surfaceleveldiversity:Theobservabledemographicorphysiologicaldifferencesinpeople,suchastheirrace,ethnicity,gender,ageandphysicaldisabilities.Deep–leveldiversity:differencesinthepsychologicalcharacteristicsofemployees,includingpersonalities,beliefsandvalues.
Diversitypresentsopportunitieslikediverseknowledge,potentiallyimprovingdecisionmakinganddiscoveryofnewopportunities.However,diversityhaslittleornoeffectoninnovationandsomeotherorganisationaloutcomes.Employeesfromdifferentbackgroundstakelongertoperformeffectivelyastheyincurcommunicationproblemsandconflict,thusreducinginformationsharingandmorale.Butdiversityisstillimperative.3. Emergingemploymentrelationships–globalisation+increasingworkforce
diversity+developmentsininformationtechnology(IT).Oneofthemostimportantemploymentissuesoverthepastdecadehasbeendealingwithemployeesunabletohaveawork-lifebalance–creatingworkplacestress.
AnchorsofOrganisationalbehaviourknowledge:Systematicresearchanchor Studyorganisationsusingsystematicresearch
Multidisciplinaryanchor Importknowledgefromotherdisciplines,notjustcreateitsownknowledge
Contingencyanchor Recognizethattheeffectivenessofanactionmaydependonthesituation
Multiplelevelsofanalysisanchor
UnderstandOBeventsfromthreelevelsofanalysis:individual,team,organisational
Systematicresearchanchor
- SRistheanchorforevidence-basedmanagement(makingdecisionsandtakingactionsbasedonresearchevidence).Oneofthereasonsleadersanddecisionmakersdon’tapplyitisbecausethere’sanoverflowofideasfromreports,articlesandothersources,makingithardtofigureoutwhichonesarebasedonevidence.OBresearchisgeneric,makingithardtofindtheoriesthatarerelevanttotheiruniquesituation.dWaystocreatemoreevidencebasedorganisations:1. Beskepticalofhype–considerthenew,revolutionaryandprovenideas.2. Companiesshouldembracecollectiveexpertiseratherthanrelyonwell-knownstars3. Takeaneutralresponsetowardspopulartrends.Managersoftengetcaughtupin
whattheircompetitorsaredoingwithoutdeterminingwhetheritspracticalorvalid.TheMultidisciplinaryanchor
- Thefieldshouldwelcometheoriesandknowledgeinotherdisciplines,notjustfromitsownisolatedresearchbase.E.g.psychologistshavehelpedusunderstandindividualbehaviorsandsociologistshavecontributedtoourknowledgeofaspectsofthesocialsystemliketeamdynamics.OrganisationshaveanintersectionbetweenOBanddisciplinesthatstudypeople.
TheContingencyanchor
- Peopleandtheirworkenvironmentsarecomplex,OBhasrecognizedaparticularactionhasdifferentconsequences.Whenfacedwithaparticularproblemoropportunity,weneedtounderstandandanalysethesituationandselectthestrategymostappropriate.
Themultiplelevelsofanalysisanchor
OBhasplacedwhatgoesoninanentityinto3levelsofanalysis;individual,teamandorganisation.Butmostvariablesarebestunderstoodbythinkingofthemfromall3levelsofanalysis.E.g.communicationisclassifiedasateam(interpersonal)process,butitalsoincludesindividualandorganisationalpurposes.
Self-fulfillingprophecy
- Occurswhenourexpectationsaboutanotherpersoncausethatpersontoactinawaythatisconsistentwiththoseexpectations,ourperceptionscaninfluencereality.
- Theprocessbeginswhenthesupervisorformsexpectationsabouttheemployee’sfuturebehaviourandperformance.Theseexpectationsaresometimesinaccurate,becausefirstimpressionsareusuallyformedfromlimitedinformation.
Otherperceptualeffects–Perceptualerrors
3waysofimprovingperceptions1) Becomingawareofsomeone’sexistence,makingyoumoremindfuloftheirthoughts/
actions.2) Becomemoreawareofbiasesinourowndecisions.Self-awarenessisincreased
throughformaltestslikeIATandbyapplyingtheJohariWindow.3) Meaningfulinteraction,peoplewillbelessperceptuallybiasedtowardsoneanother.
Meaningfulinteractionisstrongestwhenpeopleworkcloselyandfrequentlywithrelativelyequalstatusonsharedtasksthatrequirescooperationandrelianceononeanother.
Haloeffect Ourimpressionofaperson,usuallybasedononeprominentcharacteristic,coloursourperceptionoftheirothercharacteristics.
False-consensuseffect Whereweoverestimatetheextenttowhichothershavebeliefsandcharacteristicslikeourown.
Primaryeffect Wherewequicklyformanopinionofpeoplebasedonthefirstinformationwereceiveaboutthem.
Recencyeffect Wherethemostrecentinformationdominatesourperceptionofothers.
Modelofemotions,attitudesandbehaviourBeliefs:Establishedperceptionsabouttheattitudeobject,whatyoubelievetobetrue.Yourbeliefsareperceivedfactsthatyouacquirefromexperienceandotherformsoflearning.Feelings:representconsciouspositiveornegativeevaluationsoftheattitudeobject.Feelingsarecalculatedfromyourbeliefsabouttheeventandtheassociatedfeelingsaboutthosebeliefs.Howeveryourfeelingscanalsocauseyoutochangeyourbeliefs.Behaviouralintentions:representsyourmotivationtoengageinabehaviourregardingtheobject.Forexample,iftherewasamerger,yourfeelingstowardsthemergermotivatesyourbehaviouralintentionsandwhichactionsyouchoosedependsonyourexperience,personalityandsocialnorms.