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Inb220 tt week 1 ch 1 intro and what is ob

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Organizational Behaviour from an intercultural perspective.

Organizational Behaviour from an intercultural perspective.

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  • 1. Week 1
  • 2. Agenda Introductions Ice Breaker Expectations Textbook & Course Chapter 1 Resources Outline
  • 3. Bhupesh Shah, B.Sc., MBA
  • 4. How to reach me… bhupesh.shah@senecac.on.ca or 416.491.5050 x6907 cell phone/SMS: 416.720.1205 B3080 Mondays 1:00 pm – 2:30 pm; Wednesdays 10:00 am – 12:30 pm or by appointment ethnicomm I ALWAYS make time for students! Please don’t hesitate to ask.
  • 5. Please…
  • 6. What Do I Expect From You? Respect Hard work • Politeness • Read chapter • Honest, before class, do constructive homework feedback • Regular • Don’t speak when attendance others are • Participation speaking • Complete all • On-time for class assignments, on time
  • 7. What do I expect from you? Participation • Ask questions • Answer questions • Give your point of view • Discuss, debate • Help others
  • 8. Interactive Learning Process – Teams/Groups
  • 9. Required Textbook: ISBN# 0558678955 Why You Need This Text:  It will help you get a better grade in this course  You will be tested from this material  There will be required homework assignments  There will be required reading  You must be registered in the online course to receive a grade
  • 10. Weekly Outline
  • 11. Modes of Evaluation Quizzes 15% (3 @ 5% each) Individual Report 10% (TBA) Mid-Term Test 25% (Week 7 – Thursday class) Term Project (written report + presentation) 20% (schedule posted week 6) Final Exam (All chapters, supplemental notes and country project notes) 30% (Week of Dec 14th)
  • 12. Academic Honesty It is your responsibility to know, understand, and follow Seneca’s policies on Academic Honesty, which forbid: Cheating Plagiarism Falsification Impersonation Procurement
  • 13. Academic Honesty Penalties: 1st offence: “Zero” grade and comment placed on the transcript 2nd offence: “F” in the course, second comment on transcript plus suspension from the College for at least 3 semesters Image source: http://www.flickr.com/photos/laguna172/
  • 14. Objectives What is organizational behaviour? Isn’t it common sense? Or just like psychology? How does knowing about organizational behaviour make work and life more understandable? What challenge do managers and employees face in the workplace of the 21st Century?
  • 15. Organizational Behaviour “A field of study that looks at the impact that individuals, groups, and structure have on behaviour within organizations.”
  • 16. Why Do We Study OB? To learn about yourself and others To understand how the many organizations you encounter work To become familiar with team work To help you think about the people issues faced by managers and entrepreneurs
  • 17. Importance of Interpersonal Skills Technical Skills
  • 18. What Do We Mean by Organization? “A consciously coordinated social unit, made up of a group of people who work together on common goals on a relatively continuous basis.” Source: www.senecasting.ca
  • 19. Exhibit 1-1 Toward an OB Discipline Behavioural science Contribution Unit of analysis Output Learning Motivation Perception Training Leadership effectiveness Job satisfaction Psychology Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Sociology Formal organization theory Study of Organizational technology Organizational change Group Organizational Organizational culture Behaviour Behavioural change Attitude change Social psychology Communication Group processes Group decision making Comparative values Organization Comparative attitudes Cross-cultural analysis system Anthropology Organizational culture Organizational environment
  • 20. Break 10 minutes
  • 21. The Rigour of OB OB Looks at OB Looks Consistencies Beyond • What is common Common Sense about behaviour, • Systematic study, and helps based on scientific predictability? evidence OB Takes a Contingency OB Has Few Approach Absolutes • Considers behaviour in context
  • 22. OB Looks at Consistencies – behaviour is generally predictable and the systematic study of behaviour is a means to making reasonably accurate predictions.
  • 23. OB Looks Beyond Common Sense – Systematic Study Behaviour is generally predictable. Looking at relationships, There are rules attempting to (written and attribute causes There are differences between unwritten) in almost and effects and individuals. every setting. drawing conclusions based on scientific evidence There are fundamental consistencies.
  • 24. Exhibit 1-2 Research Methods in OB Laboratory Studies • in simulated and Field Studies controlled settings Case Studies • in real life • looking in depth at organizations single situations Meta-Analysis Sources of Survey Studies • using statistics to pool results of research • using questionnaires and interviews in different studies insight in sample populations OB Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4.
  • 25. OB Has Few Absolutes There are few simple and universal principles that explain organizational behaviour. Human beings are very complex. Humans are not alike, which limits the ability to make simple, accurate, and sweeping generalizations.
  • 26. OB Takes a Contingency Approach Considers behaviour within the context in which it occurs.
  • 27. Learning About Yourself Exercise – p25 1. Taking initiative 13. Understanding yourself and others 2. Goal setting 14. Interpersonal communication 3. Delegating effectively 15. Developing subordinates 4. Personal productivity and 16. Team building motivation 17. Participative decision making 5. Motivating others 18. Conflict management 6. Time and stress management 19. Living with change 7. Planning 20. Creative thinking 8. Organizing 21. Managing change 9. Controlling 22. Building and maintaining a power 10. Receiving and organizing base information 23. Negotiating agreement and 11. Evaluating routine information commitment 12. Responding to routine information 24. Negotiating and selling ideas
  • 28. Learning About Yourself Scoring Key Director: 1, 2, 3 Mentor: 13, 14, 15 Producer: 4, 5, 6 Facilitator: 16, 17, 18 Coordinator: 7, 8, 9 Innovator: 19, 20, 21 Monitor: 10, 11, 12 Broker: 22, 23, 24 Source: Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming A Master Manager: A Competency Framework (New York: John Wiley & Sons, Inc. 1990), Chapter 1.
  • 29. Exercise – interview me Introduce yourselves. Introduce interviewer In groups of 5 The interview Pick an interviewer. to me and the class. Decide on questions or Ask one question from topics you want your list (we will go interviewer to ask me. around the groups with one question at a time).
  • 30. IS OB Just for the Workplace? Image source: brownmanclothing.com
  • 31. Today’s Challenges in the Canadian Workplace Organization level Group level Individual level
  • 32. Today’s Challenges in the Canadian Workplace – individual level Individual Differences Job Satisfaction Motivation Empowerment Behaving Ethically Image source: brownmanclothing.com
  • 33. Today’s Challenges in the Canadian Workplace – group level Working With Others Workforce Diversity
  • 34. Today’s Challenges in the Canadian Workplace – organizational level Improving Quality and Productivity Developing Effective Employees Helping Employees with Work-Life Balance Creating a Positive Work Environment Global Competition Managing and Working in a Multicultural World
  • 35. Developing Effective Employees Putting people first generates a committed workforce, and positively affects the bottom line. People will work harder when they feel they have “more control and say in their work.”
  • 36. Managing and Working in a Multicultural World Multinational corporations are developing operations worldwide. Companies are developing joint ventures with foreign partners. Workers are pursuing job opportunities across national borders.
  • 37. Breakout Group Exercises Consider a group situation in which you have worked. To what extent did the group rely on the technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in helping the group function well? Identify some examples of “worst jobs.” What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals?
  • 38. Homework 38