3. Organizational behavior
* the study of what people think,
feel, and do in and around
organizations
– groups of people who work
interdependently toward some purpose
1
4. Organizational behavior
* the study of what people think,
feel, and do in and around
organizations
– groups of people who work
interdependently toward some purpose
Organization
6. HISTORICAL FOUNDATIONS OF OB
around
1940’s
Plato Greek
philosopher
wrote about the
essence of leadership
around
1940’s
Confucius Chinese
philosopher
discussed the virtues
of ethics and
leadership
1776 Adam Smith Discussed the benefits
of job specialization &
division of labor
7. 1800’s Max Weber German
sociologist
wrote about rational
organizations, the work
ethics & charismatic
leadership
1800’s Frederick
Winslow
Taylor
Industrial
engineer
proposed systematic
ways to organize work
processes & motivate
employees through goal
setting &rewards
8. 1920’s
to
1940’s
Elton Mayo,
Fritz Roethlisberger
& their Harvard
University
colleagues
introduced the “human
relations” school of
management, it
emphasizes the study of
employee attitudes &
informal group dynamics
in the workplace
Mary Parker Follett Political
philosophe
r & social
worker
advocated new ways of
thinking about several
OB topics, constructive
conflict, team dynamics,
organizational
democracy, power &
leadership
9. 1930’s Chester
Barnard
wrote insightful reviews
of organizational
communication,
coordination, leadership &
authority, organization as
open systems & team
dynamics
10. OB theories help to
• make sense of the workplace
• question and rebuild their
personal mental models
• get things done in
organizations
15. Organizational effectiveness
• Is a composite of four
perspectives:
1 Open system
2. Organization Learning
3. High-Performance Work
Practices
4. Stakeholder
16. Open System
• Views organizations as complex
organism that “live” within an
external environment
• Depend on the external
environment for resources
19. Organizational Learning
• Also called
• Views knowledge as the main
driver of competitive advantage
• Depends on the organization’s
capacity to acquire, share, use,
and store valuable knowledge
4
20. Organizational Learning
• Also called “knowledge
management”
• Views knowledge as the main
driver of competitive advantage
• Depends on the organization’s
capacity to acquire, share, use,
and store valuable knowledge
21. Organizational Learning
• Intellectual capital
- Human Capital
- Structural Capital (Organizational
Capital)
- Relationship Capital
•Organizational Learning Process
- Knowledge acquisition
- Knowledge Sharing
- Knowledge use
- Knowledge storage
22. Organizational Learning
• Absorptive Capacity
- ability to recognize the value of new
information assimilate it, and use it for
value-added activities
• Organizational Memory and
Unlearning
- corporate leaders= keepers of
organizational memory
24. Stakeholders
• Individuals, organizations, or other
entities that affect, or are affected
by, the organization’s objectives and
actions
• – relatively stable, evaluative
beliefs that guide a person’s
preferences for outcomes or courses
of action in a variety of situations
6
25. Stakeholders
• Individuals, organizations, or other
entities that affect, or are affected
by, the organization’s objectives and
actions
• Values – relatively stable, evaluative
beliefs that guide a person’s
preferences for outcomes or courses
of action in a variety of situations
26. Stakeholders
• Ethics – the study of moral principles
or values that determine whether
actions are right or wrong and outcomes
are good or bad
•
– organizational activities intended to
benefit society and the environment
beyond the firm’s immediate financial
interest or legal obligations
7
27. Stakeholders
• Ethics – the study of moral principles
or values that determine whether
actions are right or wrong and outcomes
are good or bad
• Corporate social responsible (CSR)
– organizational activities intended to
benefit society and the environment
beyond the firm’s immediate financial
interest or legal obligations
31. Globalization
- refers to economic ,social,
cultural connectivity with
people in other parts of the
world.
- It offers numerous benefits to
organization in terms of larger
market, lower cost etc.
38. Systematic Research Anchor
• Should apply evidence-based
management
• Problems applying evidence-based
management
* Bombarded with theories and
models from many resources
* Challenge translating general OB
theories to specific situations
39. Multidisciplinary Anchor
• Many OB concepts
adopted from other
disciplines
• OB develops its own
theories, but also scans
other fields
40. Contingency Anchor
• A particular action may have
different consequences in
different situations
• Need to diagnose the
situation and select best
strategy under those
conditions
41. Multiple Levels of Analysis
Anchor
1. - characteristics
and behavior of
employees
2. Team – (including
interpersonal) – looks the
way people interact
10
42. Multiple Levels of Analysis
Anchor
1. Individual - characteristics
and behavior of
employees
2. Team – (including
interpersonal) – looks the
way people interact
43. 3. -
focuses on how people
structure their working
relationships and on how
organizations interact
with their envorinment
Multiple Levels of Analysis
Anchor
11
44. 3. Organization level -
focuses on how people
structure their working
relationships and on how
organizations interact
with their envorinment
Multiple Levels of Analysis
Anchor