Bu 604 Session 1Bu 604 Session 1

Purple & Gold

AgendaAgenda• Introduction to Bu 604

• Content and Class Format

• Cases

• Is OB Just Common Sense?

• Putting Tools to Work - Case #1: Northwell

• Next Session – Organizational Structure and Organizational Change

Objectives of BU 604Objectives of BU 604• Develop your skills in assessing and addressing individual, group &

organizational level behaviour & performance

• Improve your skills in problem identification, analysis and the development of actionable alternatives.

• Increase awareness of how our implicit theories influence how we assess issues and make decisions.

• Better understand how organizational behaviour integrates with other functional areas

• Become better decision makers and implementers of change.

Course MaterialsCourse Materials

• Robbins and Langton, Organizational Behavior: Concepts, Controversies, Applications

• Cawsey and Deszca, Cases in Organizational Behaviour

• Other Material in the Case Package

Teaching MethodsTeaching Methods

• Cases

• Class discussion

• Simulation and role play

• Video

Performance ExpectationsPerformance Expectations

• Preparation

• Active learning via collective involvement means all will be expected to prepare, attend, and participate

• As professionals, participants are expected to submit assignments in a timely and high quality fashion

• Deal rigorously with ideas, analysis and critique, but treat one another with respect and dignity

Field of Organizational BehaviourField of Organizational Behaviour

• Relevance of organizational behaviour to managerial work:Relevance of organizational behaviour to managerial work:

– Provides perspective: an interdisciplinary & analytic approach

– Open systems perspective

– Contingency perspective

– Deals with the interaction of people with situations

– Fundamental concern for performance, effectiveness, and wellbeing

Is OB Just Common Sense?Is OB Just Common Sense?

• When people work together in groups and know their individual contributions aren’t easily observed, they tend to put out less effort than when they work on the task alone.

• TRUETRUE• As morale or satisfaction among employees increases in an

organization, overall performance almost always rises.• FALSEFALSE• In bargaining, the best strategy for maximizing long-term gains is

seeking to defeat one's opponent.• FALSEFALSE• Most individuals do their best work under conditions of high stress.• FALSEFALSE

Model AssumptionsModel Assumptions

• Organizations are dynamic entities

• Organizational behaviour exists at multiple levels

• Organizational behaviour does not exist in a vacuum

• Have the characteristics of open systems

Strategic Leadership Program

Nadler, 1987

Organizational Congruence ModelOrganizational Congruence Model

INPUT INPUT

ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)

RESOURCESRESOURCES

HISTORY/HISTORY/CULTURECULTURE

OUTPUTOUTPUT

SYSTEMSSYSTEMSLEVELLEVEL

UNIT/GROUPUNIT/GROUPLEVELLEVEL

INDIVIDUALINDIVIDUALLEVELLEVEL

TRANFORMATION PROCESSTRANFORMATION PROCESS

Transformation Process

Feedback

Dimensions of EnvironmentDimensions of Environment

• Simple Complex

• Stable Dynamic

Strategic Leadership Program

Nadler, 1987

Organizational Congruence ModelOrganizational Congruence Model

INPUT INPUT

ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)

RESOURCESRESOURCES

HISTORY/HISTORY/CULTURECULTURE

OUTPUTOUTPUT

SYSTEMSSYSTEMSLEVELLEVEL

UNIT/GROUPUNIT/GROUPLEVELLEVEL

INDIVIDUALINDIVIDUALLEVELLEVEL

INFORMALSTRUCTURE& PROCESS

INDIVIDUAL

FORMAL STRUCTURE

SSTTRRAATTEEGGYY

WORK

TRANFORMATION PROCESSTRANFORMATION PROCESS

Strategic Leadership Program

Nadler, 1987

Organizational Congruence ModelOrganizational Congruence Model

INPUT INPUT

ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)

RESOURCESRESOURCES

HISTORY/HISTORY/CULTURECULTURE

OUTPUTOUTPUT

SYSTEMSSYSTEMSLEVELLEVEL

UNIT/GROUPUNIT/GROUPLEVELLEVEL

INDIVIDUALINDIVIDUALLEVELLEVEL

INFORMALSTRUCTURE& PROCESS

INDIVIDUAL

FORMAL STRUCTURE

SSTTRRAATTEEGGYY

WORK

TRANFORMATION PROCESSTRANFORMATION PROCESS

Organizational Output & EffectivenessOrganizational Output & Effectiveness

• Individual Outcomes

• Group Level Outcomes

• Organizational Outcomes

• Performance• Absenteeism• Turnover• Attitudes – withdrawal / commitment

• Norms & Identity• Cohesion• Performance• Group Satisfaction

• Efficiency & Effectiveness• Financial Performance• Innovation• Customer/Market Measures• Culture, etc

Congruence/Incongruence & Congruence/Incongruence & Coordination/Integration? Coordination/Integration?

• Environmental Factors and Strategy?

• Strategy and Various Transformational Components?

• People - Formal Systems/Processes?

• People - Tasks?

• People - Informal Organization?

• Formal Systems/Processes - Tasks?

• Formal Systems/Processes - Informal Organization?

• Tasks - Informal Organization?

• Desired Outputs, and Transformational Components?

Competing Values FrameworkCompeting Values Framework

Flexibility

Control

Inte

rnal

Foc

usExternal Focus

Exhibit 1-2 Exhibit 1-2 Skills in the New WorkplaceSkills in the New Workplace

Flexibility

Control

Mentor Innovator

BrokerFacilitatorMonitor Producer

Coordinator DirectorInte

rnal

Foc

usExternal Focus

INTERNAL EXTERNAL

FLEXIBILITY

CONTROL

OPEN SYSTEMS THINKING

HUMAN RESOURCE THINKING

INTERNAL PROCESSES THINKING

RATIONAL GOALS THINKING

NorthwellNorthwell

• Why was Northwell successful? What has changed?

• What are the major and secondary strategic and management issues Northwell faces?

• What are the strengths, weaknesses, opportunities & threats they face?

• What does the application of an open systems analytic approach tell you about Northwell’s situation?

• What should Claudia do?

Case StudiesCase Studies

• Case are real world descriptions of an organizations dealing with real issues

• There is no “one right answer” - however there are more thorough analyses and more insightful and valuable courses of action

• Read the case quickly and then carefully

• Think about the data, their source(s) and their quality

Case MethodCase Method

• Interpreting, discerning and prioritizing complex data

– Listen/read carefully and don’t jump to conclusions

– Careful analyses

• Consider alternatives and decision criteria

• Develop a recommended plan of action

Case Studies (cont.)Case Studies (cont.)

• What is the Problem(s) vs symptoms or secondary problems?

• Analysis - the application of theories and concepts to make sense of the data

• Solution Criteria - what should we measure the alternatives and action plan against

• Alternatives - what are the strategic choices vs the laundry list

• Recommended Action Plan - the time ordered sequence of conditional actions

• Word Limits and the Use of the Executive Summary & Exhibits

Dynamic ComplexityDynamic Complexity

• Constantly changing• Tightly coupled• Governed by feedback• Nonlinearity• History-dependent• Self-organizing• Adaptive• Characterized by trade-offs• Counterintuitive• Policy Resistant