1 Introduction to the Field of Organizational Behavior McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Google and OB AP/Wide World Photos Google has leveraged the power of organizational behavior to attract talented employees who want to make a difference in the Internet world McShane/Von Glinow OB4e Slide 1-2 © 2008 The McGraw-Hill Companies, Inc All rights reserved What are Organizations? AP/Wide World Photos • Groups of people who work interdependently toward some purpose – Structured patterns of interaction – Coordinated tasks – Have common objectives (even if not fully agreed) McShane/Von Glinow OB4e Slide 1-3 © 2008 The McGraw-Hill Companies, Inc All rights reserved Why Study Organizational Behavior Understand organizational events Influence organizational events McShane/Von Glinow OB4e Why study organizational behavior Slide 1-4 Predict organizational events © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-5 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-6 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-7 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-8 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-9 © 2008 The McGraw-Hill Companies, Inc All rights reserved Values-based Leadership in Dubai Department of Economic Development, Government of Dubai McShane/Von Glinow OB4e 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 Slide 1-10 © 2008 The McGraw-Hill Companies, Inc All rights reserved Trends: Values/Ethics Defined Long-lasting beliefs about what is important in a variety of situations – Define right versus wrong guide our decisions Department of Economic Development, Government of Dubai McShane/Von Glinow OB4e Ethics – Study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad Slide 1-11 © 2008 The McGraw-Hill Companies, Inc All rights reserved Trends: Why Values are Important Need to guide employee decisions and actions Globalization increases awareness of different values Increasing emphasis on applying ethical values McShane/Von Glinow OB4e Slide 1-12 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-13 © 2008 The McGraw-Hill Companies, Inc All rights reserved Organizational Behavior Anchors Multidisciplinary Anchor Open Systems Anchor Organizational Behavior Anchors Multiple Levels of Analysis Anchor McShane/Von Glinow OB4e Systematic Research Anchor Contingency Anchor Slide 1-14 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-15 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-16 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 Slide 1-17 © 2008 The McGraw-Hill Companies, Inc All rights reserved Open Systems Anchor Environment Feedback Feedback Feedback Feedback McShane/Von Glinow OB4e Slide 1-18 © 2008 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 OB4e Slide 1-19 © 2008 The McGraw-Hill Companies, Inc All rights reserved Intellectual Capital Human Capital Knowledge that people possess and generate Structural Capital Knowledge captured in systems and structures Relationship Capital McShane/Von Glinow OB4e Value derived from satisfied customers, reliable suppliers, etc Slide 1-20 © 2008 The McGraw-Hill Companies, Inc All rights reserved Knowledge Management Processes Knowledge acquisition Knowledge sharing Knowledge use • Hiring talent • Communication • Awareness • Acquiring firms • Communities of practice • Freedom to apply • Individual learning • Experimentation McShane/Von Glinow OB4e Slide 1-21 © 2008 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 • Successful companies also unlearn McShane/Von Glinow OB4e Slide 1-22 © 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 1 Chapter One Extras McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Job Security vs Employability Employability Job Security • Lifetime job security • Limited job security • Jobs are permanent • Jobs are temporary • Company manages career • Career selfmanagement • Low emphasis on skill development • High emphasis on skill development McShane/Von Glinow OB4e Slide 1-25 © 2008 The McGraw-Hill Companies, Inc All rights reserved  ... reserved Why Study Organizational Behavior Understand organizational events Influence organizational events McShane/Von Glinow OB4e Why study organizational behavior Slide 1-4 Predict organizational. .. The McGraw-Hill Companies, Inc All rights reserved Organizational Behavior Anchors Multidisciplinary Anchor Open Systems Anchor Organizational Behavior Anchors Multiple Levels of Analysis Anchor...Google and OB AP/Wide World Photos Google has leveraged the power of organizational behavior to attract talented employees who want to make a difference in the Internet world