1、Introduction tothe Field ofOrganizational BehaviorCopyright 2015 McGraw-Hill Education.All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.Introduction tothe Field ofOQuicken LoansQuicken Loans has become one of Americas most successful com

2、panies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.Quicken LoansQuicken Loans hasOrganizational Behavior and OrganizationsOrganizational behaviorThe study of what people think, feel, and do in and around organizationsOrgani

3、zationsGroups of people who work interdependently toward some purposeCollective entitiesCollective sense of purposeOrganizational Behavior and OrWhy Study OB?Satisfy the need to understand and predictHelps us to test/improve personal theoriesInfluence behavior get things doneOB improves an organizat

4、ions financial healthOB is for everyoneWhy Study OB?Satisfy the need Organizational EffectivenessThe ultimate dependent variable in OBOld approach achieving stated goalsProblem with goal attainmentCould set easy goalsCompany might achieve wrong goalsOrganizational EffectivenessThFour Perspectives of

5、 Organizational EffectivenessStakeholder PerspectiveHigh-Performance WP PerspectiveOrganizational Learning PerspectiveOpen Systems PerspectiveNOTE: Need to consider all four perspectives when assessing a companys effectivenessFour Perspectives of OrganizaOpen Systems PerspectiveOrganizations are com

6、plex systems that “l(fā)ive” within, and depend on, the external environmentEffective organizationsMaintain a close “fit” with changing conditionsTransform inputs to outputs efficiently and flexiblyFoundation for the other three organizational effectiveness perspectivesOpen Systems PerspectiveOrganiProd

7、ucts/servicesShareholder dividendsCommunity supportWaste/pollutionTechnological subsystemMarketing /Sales subsystemProduction subsystemCulturalsubsystemsubsystemsubsystemPurchasing subsystemEngineering subsystemAccounting subsystemsubsystemSocialization subsystemsubsystemRaw materialsHuman resources

8、InformationFinancesEquipmentFeedbackFeedbacksubsystemsubsystemsubsystemManagerial subsystemTransforming inputs to outputsOpen Systems PerspectiveExternal EnvironmentProducts/servicesTechnologicalOrganizational Learning PerspectiveAn organizations capacity to acquire, share, use, and store valuable k

9、nowledgeNeed to consider both stock and flow of knowledgeStock: intellectual capitalFlow: org learning processesof acquisition, sharing, use, and storageOrganizational Learning PerspeIntellectual CapitalRelationship CapitalValue derived from satisfied customers, reliable suppliers, etc.StructuralCap

10、italKnowledge captured in systems and structuresHumanCapitalKnowledge that people possess and generateIntellectual CapitalRelationshOrganizational Learning ProcessesKnowledge AcquisitionKnowledge SharingKnowledgeUseKnowledge StorageLearningScanningGraftingExperimentingCommunicatingInfo systemsIntern

11、al learning TrainingObservingAwareness of knowledgeSense making (locating knowledge)Autonomy to apply knowledgeHuman memoryDocumentationPractices/habitsDatabasesOrganizational Learning ProcesOrganizational MemoryThe storage and preservation of intellectual capitalRetain intellectual capital by:Keepi

12、ng knowledgeable employeesTransferring knowledge to othersTransferring human capital tostructural capitalSuccessful companies also unlearnOrganizational MemoryThe storaHigh-Performance Work PracticesWorkplace practices that leverage the potential of human capitalFour HPWPs (likely others)Employee in

13、volvementJob autonomy Develop competencies (training, selection)Performance-based rewardsNeed to “bundle” them work best togetherHigh-Performance Work PracticeCorporate Social Responsibility at MTNAt MTN Group, Africas largest mobile (cell) phone company, employees help the community and environment

14、 through the companys award-winning “21 Days of Yello Care” program. This photo shows MTN employees painting schools during a recent Yello Care event. Corporate Social ResponsibilitStakeholder PerspectiveStakeholders: entities who affect or are affected by the firms objectives and actionsPersonalize

15、s the open systems perspectiveChallenges with stakeholder perspective:Stakeholders have conflicting interestsFirms have limited resources to satisfy all stakeholder needsStakeholder PerspectiveStakehoStakeholders: Values and EthicsValues and ethics prioritize stakeholder interestsValuesStable, evalu

16、ative beliefs, guide preferences for outcomes or courses of action in various situationsEthicsMoral principles/values, determine whether actions are right/wrong and outcomes are good or badStakeholders: Values and EthicStakeholders and CSRStakeholder perspective includes corporate social responsibil

17、ity (CSR)Benefit society and environment beyond the firms immediate financial interests or legal obligationsOrganizations contract with societyTriple bottom lineEconomy, society, environment Stakeholders and CSRStakeholdeGlobalizationEconomic, social, and cultural connectivity with people in other p

18、arts of the worldDue to better communication and transportation systemsEffects of globalization on organizationsLarger markets, lower costs, more innovationIncreasing diversityIncreasing work intensification, less work-life balance (24/7 schedule)GlobalizationEconomic, social,Increasing Workforce Di

19、versitySurface-level vs deep-level diversityImplicationsBetter knowledge, decisions, representation, financial returnsManage challenges of diversity (e.g. teams, conflict)Ethical imperative of diversityIncreasing Workforce DiversityEmerging Employment RelationshipsWork/life balance Minimizing confli

20、ct between work and nonwork demandsVirtual workUsing information technology to perform ones job away from the traditional physical workplaceTelecommuting issues of social isolation, emphasis on face time, employee self-motivatedEmerging Employment RelationshOrganizational Behavior AnchorsSystematic research anchorOB knowledge is built on systematic researchEvidence-based managemen