Inb220 tt week 1 ch 1 intro and what is ob

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Organizational Behaviour from an intercultural perspective.

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Inb220 tt week 1 ch 1 intro and what is ob

  1. 1. Week 1
  2. 2. Agenda Introductions Ice Breaker Expectations Course Outline Textbook & Resources Chapter 1
  3. 3. Bhupesh Shah, B.Sc., MBA
  4. 4. How to reach me… bhupesh.shah@senecac.on.ca or 416.491.5050 x6907 cell phone/SMS: 416.720.1205 ethnicomm B3080 Mondays 1:00 pm – 2:30 pm; Wednesdays 10:00 am – 12:30 pm or by appointment I ALWAYS make time for students! Please don’t hesitate to ask.
  5. 5. Please…
  6. 6. What Do I Expect From You? Respect • Politeness • Honest, constructive feedback • Don’t speak when others are speaking • On-time for class Hard work • Read chapter before class, do homework • Regular attendance • Participation • Complete all assignments, on time
  7. 7. What do I expect from you? • Ask questions • Answer questions • Give your point of view • Discuss, debate • Help others Participation
  8. 8. Interactive Learning Process – Teams/Groups
  9. 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. 10. Weekly Outline
  11. 11. Individual Report 10% (TBA) Mid-Term Test 25% (Week 7 – Thursday class) Quizzes 15% (3 @ 5% each) Modes of Evaluation 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. 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. 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 Imagesource: http://www.flickr.com/photos/laguna172/
  14. 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. 15. Organizational Behaviour “A field of study that looks at the impact that individuals, groups, and structure have on behaviour within organizations.”
  16. 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. 17. Importance of Interpersonal Skills Technical Skills
  18. 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. 19. Psychology Sociology Social psychology Behavioural science Contribution Unit of analysis Output Anthropology Study of Organizational Behaviour Organization system Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Workdesign Workstress Group dynamics Workteams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Organizational culture Organizational environment Behavioural change Attitude change Communication Group processes Group decision making Group Comparative values Comparative attitudes Cross-cultural analysis Individual Exhibit 1-1 Toward an OB Discipline
  20. 20. Break 10 minutes
  21. 21. The Rigour of OB OB Looks at Consistencies • What is common about behaviour, and helps predictability? OB Looks Beyond Common Sense • Systematicstudy, based on scientific evidence OB Has Few Absolutes OB Takes a Contingency Approach • Considers behaviour in context
  22. 22. OB Looks at Consistencies – behaviour is generally predictable and the systematic study of behaviour is a means to making reasonably accurate predictions.
  23. 23. Behaviour is generally predictable. There are differences between individuals. There are fundamental consistencies. There are rules (written and unwritten) in almost every setting. OB Looks Beyond Common Sense – Systematic Study Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence
  24. 24. Exhibit 1-2 Research Methods in OB Sources of research insight in OB Meta-Analysis • using statistics to pool results of different studies Field Studies • in real life organizations Laboratory Studies • in simulated and controlled settings Case Studies • looking in depth at single situations Survey Studies • using questionnaires and interviews in sample populations Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4.
  25. 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. 26. OB Takes a Contingency Approach Considers behaviour within the context in which it occurs.
  27. 27. Learning About Yourself Exercise – p25 1. Taking initiative 2. Goal setting 3. Delegating effectively 4. Personal productivity and motivation 5. Motivating others 6. Time and stress management 7. Planning 8. Organizing 9. Controlling 10. Receiving and organizing information 11. Evaluating routine information 12. Responding to routine information 13. Understanding yourself and others 14. Interpersonal communication 15. Developing subordinates 16. Team building 17. Participative decision making 18. Conflict management 19. Living with change 20. Creative thinking 21. Managing change 22. Building and maintaining a power base 23. Negotiating agreement and commitment 24. Negotiating and selling ideas
  28. 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. 29. Exercise – interview me Ingroupsof5 Introduce yourselves. Pick an interviewer. Decide on questions or topics you want interviewer to ask me. Theinterview Introduce interviewer to me and the class. Ask one question from your list (we will go around the groups with one question at a time).
  30. 30. IS OB Just for the Workplace? Image source: brownmanclothing.com
  31. 31. Today’s Challenges in the Canadian Workplace Individual level Group level Organization level
  32. 32. Today’s Challenges in the Canadian Workplace – individual level Individual Differences Job Satisfaction Motivation Empowerment Behaving Ethically Imagesource: brownmanclothing.com
  33. 33. Today’s Challenges in the Canadian Workplace – group level Working With Others Workforce Diversity
  34. 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. 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. 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. 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? Identifysome examples of “worst jobs.” What conditions of these jobs made them unpleasant?To what extent were these conditionsrelatedto behaviours of individuals?
  38. 38. 38 Homework

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