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Transcript of Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second...
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Chapter 1
What is Organizational
Behaviour?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
What is Organizational Behaviour?
1. What is organizational behaviour?2. What challenges do managers and employees face
in the workplace of the 21st century?3. How does knowing about organizational behaviour
make work and life more understandable?4. Isn’t organizational behaviour common sense? Or
just psychology?5. What are the building blocks to understanding
organizational behaviour?
Questions for Consideration
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Organizational Behaviour
• . . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Why Do We Study OB?
• To learn about yourself and how to deal with others
• You are part of an organization now, and will continue to be a part of various organizations
• Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
• Some of you may want to be managers or entrepreneurs
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-1 Challenges Facing the Workplace
Workplace
Organizational Level
• Productivity• Developing effective employees• Global competition• Managing in the global village
Group Level
• Working with others• Workforce diversity
Individual Level
• Job satisfaction• Empowerment• Behaving ethically
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Today’s Challenges in the Canadian Workplace
• Challenges at the Individual Level– Job Satisfaction– Empowerment– Behaving Ethically
• Challenges at the Group Level– Working With Others– Workforce Diversity
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Today’s Challenges in the Canadian Workplace
• Challenges at the Organizational Level– Productivity– Developing Effective Employees
•Absenteeism•Turnover •Organizational Citizenship
– Competition From the Global Environment– Managing and Working in a Global Village
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Productivity
• Productivity– A performance measure including
effectiveness and efficiency
• Effectiveness– Achievement of goals
• Efficiency– The ratio of effective work output to the
input required to produce the work
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Effective Employees
• Absenteeism– Failure to report to work
• Turnover– Voluntary and involuntary permanent withdrawal
from the organization
• Organizational citizenship behaviour– Discretionary behaviour that is not part of an
employee’s formal job requirements, but is helpful to the organization
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-2 Companies Respected for their HR
Management
1.RBC Financial Group
2.Dofasco Inc.
3.Magna International Inc.
4.IBM Canada Ltd.
5.BMO Financial Group
6. WestJet Airlines Ltd.
7. BCE Inc.
8. Scotiabank Group
9.Bombardier Inc.
10.General Electric Canada Inc.
Location
Toronto
Hamilton, ON
Aurora, ON
Markham, ON
Montreal
Calgary
Montreal
Toronto
Montreal
Mississauga, ON
Industry
Financial services
Steelmaker
Automotive
Computers
Financial services
Air transportation
Telecommunications
Financial services
Transportation
Electroniccontrols/instruments
Rank on FinancialPerformance
1
10
3
n/a
9
n/a
7
4
n/a
n/a
Rank onInvestment Value
1
9
5
n/a
n/a
n/a
4
8
2
n/a
Source: Adapted from R. Bloom,“RBC Reclaims Top Spot in Survey,”The Globe and Mail, January 20, 2003, pp. B1, B5.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
How Will Knowing OB Make a Difference?
• For Managers– Knowing organizational behaviour can
help you manage well and makes for better corporations.
– Managing people well leads to greater organizational commitment.
– Finally, managing well may improve organizational citizenship.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
How Will Knowing OB Make a Difference?
• For Individuals– What if I’m not going to work in a large
organization? • The theories generally apply to
organizations of any size.
– What if I don’t want to be a manager? • To some extent, the roles of managers and
employees are becoming blurred in many organizations.
• While self-employed individuals often do not act as managers, they certainly interact with other individuals and organizations as part of their work.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Bottom Line: OB Is For Everyone
• Organizational behaviour is not just for managers. – The roles of managers and employees are
becoming blurred in many organizations. – Managers are increasingly asking employees to
share in their decision-making processes rather than simply follow orders.
• OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Contributing Disciplines to the OB Field
• Psychology
• Sociology
• Social Psychology
• Anthropology
• Political Science
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-3 Toward an OB Discipline
Social psychology
Psychology
Behavioural science
Contribution Unit ofanalysis
Output
Anthropology
Sociology
Political science
Study ofOrganizational
Behaviour
Organizationsystem
LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress
Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour
Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture
ConflictIntraorganizational politicsPower
Organizational cultureOrganizational environment
Behavioural changeAttitude changeCommunicationGroup processesGroup decision making
Group
Comparative valuesComparative attitudesCross-cultural analysis
Individual
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
The Rigour of OB
• OB looks at consistencies– What is common about behaviour, and helps
predictability?
• OB is more than common sense– Systematic study, based on scientific evidence
• OB has few absolutes• OB takes a contingency approach
– Considers behaviour in context
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Beyond Common Sense
• Systematic Study– Looking at relationships, attempting to
attribute causes and effects and drawing conclusions based on scientific evidence•This means data are gathered
under controlled conditions, and measured and interpreted in a reasonably rigorous manner—rather than relying on common sense.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-4The Layers of OB
The Organization
NegotiationConflictCommunicationGroups and teams
Power and politics
The Group
EmotionsValues and attitudesPerceptionPersonality
Motivating self and others
The Individual
ChangeOrganizational cultureDecision makingLeadership
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
• OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization.
• OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.
• OB uses systematic study to improve predictions of behaviour.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
OB at Work
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
For Review1. Define organizational behaviour.2. What is an organization? Is the family unit an organization? Explain.3. “Behaviour is generally predictable, so there is no need to formally
study OB.” Do you agree or disagree with this statement? Why?4. What are some of the challenges and opportunities that managers
face as we move into the 21st century?5. What are the three levels of analysis in our OB model? Are they
related? If so, how?6. Why is job satisfaction an important consideration for OB?7. What are effectiveness and efficiency, and how are they related to
organizational behaviour?8. What does it mean to say OB takes a contingency approach in its
analysis of behaviour?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
For Critical Thinking
1. “The best way to view OB is through a contingency approach.” Build an argument to support this statement.
2. “OB is for everyone.” Build an argument to support this statement.
3. Why do you think the subject of OB might be criticized as being “only common sense,” when one would rarely hear such a criticism of a course in physics or statistics? Do you think this criticism of OB is fair?
4. On a scale of 1 to 10 measuring the sophistication of a scientific discipline in predicting phenomena, mathematical physics would probably be a 10. Where do you think OB would fall on the scale? Why?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
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
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Learning About Yourself Exercise
1. Taking initiative2. Goal setting3. Delegating effectively4. Personal productivity and
motivation5. Motivating others6. Time and stress management7. Planning8. Organizing9. Controlling10. Receiving and organizing
information11. Evaluating routine information12. Responding to routine
information
13. Understanding yourself and others
14. Interpersonal communication15. Developing subordinates16. Team building17. Participative decision making18. Conflict management19. Living with change20. Creative thinking21. Managing change
22. Building and maintaining a power base
23. Negotiating agreement and commitment
24. Negotiating and selling ideas
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Breakout Group Exercises
Form small groups to discuss the following topics:
1. 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?
2. 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?
3. Develop a list of “organizational puzzles,” i.e., behaviour you’ve observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of organizational behaviour.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Working With Others Exercise
This exercise asks you to consider the skills outlined in the Competing Values Framework to develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20 minutes.
1. Using the skills listed in “Learning About Yourself,” identify the 4 skills that you think all managers should have.
2. Identify the 4 skills that you think are least important for managers to have.
3. In groups of 5–7, reach a consensus on the most-needed and least-needed skills identified in Steps 1 and 2.
4. Using Exhibit 1-4, determine whether your “ideal” managers would have trouble managing in some dimensions of organizational demands.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
From Concepts to Skills
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-5 Competing Values
FrameworkFlexibility
Control
Inte
rnal
Fo
cus E
xternal F
ocu
s
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Competing Values Framework
• Internal-External Dimension– Inwardly toward employee needs and concerns and/or production
processes and internal systems– or
– Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future
• Flexibility-Control Dimension– Flexible and dynamic, allowing more teamwork and participation;
seeking new opportunities for products and services– or
– Controlling or stable, maintaining the status quo and exhibiting less change
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-6 Skills for Mastery in the New
WorkplaceFlexibility
Internal External
Control
Mentor Innovator
1. Understanding yourself and others2. Interpersonal communication3. Developing subordinates
1. Team building2. Participative decision making3. Conflict management
1. Receiving and organizing information2. Evaluating routine information3. Responding to routine information
1. Planning2. Organizing3. Controlling
1. Taking initiative2. Goal setting3. Delegating effectively
1. Personal productivity and motivation2. Motivating others3. Time and stress management
1. Building and maintaining a power base2. Negotiating agreement and commitment3. Negotiating and selling ideas
1. Living with change2. Creative thinking3. Managing change
Facilitator
Monitor
Director
Producer
Broker
Coordinator
Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Supplemental Material
Slides for activities I do in my own classroom
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Exercise
• In groups of 6– Introduce yourselves
– Pick an interviewer
– Decide on questions or topics you want interviewer to ask me
• The interview– 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)