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Introduction to Organizational Behavior. MGMT 360H Organizational Behavior Instructor: Marie S. Mitchell. Agenda. Part I: What’s OB? Part II: What are current trends in OB? Part III: What are the course requirements?. Part I: What’s OB?. Organizational Behavior Defined.

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introduction to organizational behavior

Introduction to Organizational Behavior

MGMT 360H

Organizational Behavior

Instructor: Marie S. Mitchell

agenda
Agenda

Part I: What’s OB?

Part II: What are current trends in OB?

Part III: What are the course requirements?

organizational behavior defined
Organizational Behavior Defined
  • Organizational Behavior (OB)
    • The study of what people thin, feel and do in and around organizations
  • Organizations
    • Groups of people who work interdependently toward some purpose
      • Structured patterns of interactions
      • Coordinated tasks
      • Work toward some purpose
organizational behavior in context
Organizational Behavior in Context

Value System

Organizational Behavior

Personality

Emotions

Behavior

Perceptions

Motivation

Learning Styles

(Micro)

Physical Attributes

Cognitions

KSAOs

Conflict

Teams

(Meso)

Leadership

Stress

Structure

Organizational Development

Culture

Organizational Theory

Industry Environment

Organizational Change

(Macro)

why study organizational behavior
Why Study Organizational Behavior

Understand

organizational

events

Organizational

Behavior

Research

Predict

organizational

events

Influence

organizational

events

organizational behavior anchors
Organizational Behavior Anchors

Multidisciplinary

Anchor

Organizational

Behavior

Anchors

organizational behavior anchors1
Organizational Behavior Anchors

Multidisciplinary

Anchor

Organizational

Behavior

Anchors

Systematic Research Anchor

systematic research anchor
Systematic Research Anchor
  • Scientific Method
    • Understand, predict and control
    • Provide precise and operational definitions
    • Use reliable and valid measures
    • Follow systematic methods
    • Ensure results are cumulative
  • Grounded Theory Approach
organizational behavior anchors2
Organizational Behavior Anchors

Multidisciplinary

Anchor

Organizational

Behavior

Anchors

Systematic Research Anchor

Contingency

Anchor

contingency anchor
Contingency Anchor
  • “It depends” factors
    • Idea that a particular action may have different consequences in different situations and with different individuals
  • Discovering
    • Which “conditions” apply to understand behavior and organizational events
organizational behavior anchors3
Organizational Behavior Anchors

Multidisciplinary

Anchor

Organizational

Behavior

Anchors

Systematic Research Anchor

Multiple Levels of Analysis Anchor

Contingency

Anchor

organizational behavior anchors4
Organizational Behavior Anchors

Multidisciplinary

Anchor

Organizational

Behavior

Anchors

Systematic Research Anchor

Open Systems Anchor

Multiple Levels of Analysis Anchor

Contingency

Anchor

open systems anchor
Open Systems Anchor
  • Open systems
    • Organizations that take their sustenance from the environment and, in turn, affect that environment through their output
open systems anchor of ob
Open Systems Anchor of OB
  • Need to monitor and adapt to environment
  • External environment -- natural and social conditions outside the organization
  • Receive inputs from environment; transform them into outputs back to the environment
  • Stakeholders – anyone with a vested interest in the organization
  • Organizations consist of interdependent parts (subsystems) that need to coordinate
open systems anchor of ob1

Feedback

Feedback

Feedback

Feedback

Open Systems Anchor of OB
purpose of ob intellectual capitol
Purpose of OB: Intellectual Capitol
  • Human Capital
    • KSAOs of employees (e.g., knowledge, education, experience, skill, abilities)
  • Social Capital
    • Relationships of employees (e.g., networks, connections, friends)
  • Structural Capital
    • Knowledge captured and retained in organizational systems and structures
knowledge management
Knowledge Management
  • Defined
    • Structuring activity to improve organization’s capacity to acquire, share and use knowledge in ways that improve its survival and success
knowledge management1

Knowledge

sharing

Knowledge

use

Knowledge Management

Knowledge

acquisition

  • Hiring talent
  • Acquiring firms
  • Individual learning
  • Experimentation
  • Communication
  • Communities of practice
  • Awareness
  • Freedom to apply
organizational memory
Organizational Memory
  • The storage and preservation of intellectual capital
  • Retain intellectual capital by
    • Keeping knowledgeable employees
    • Transferring knowledge to others
    • Transferring human capital to structural capital
  • Successful companies also unlearn
trends in ob
Trends in OB
  • Globalization
  • Information Technology
  • Changing Workforce
  • Emerging Employment Relationships
  • Workplace Values and Ethics
globalization
Globalization
  • Defined
    • Economic, social, and cultural connectivity with people in other parts of the world
  • Effects of globalization
    • New organizational structures
    • Different forms of communication
    • More diverse workforce.
    • More competition, mergers, work intensification and demands for work flexibility
changing workforce
Changing Workforce
  • U.S. Descriptive Statistics within 50 years
    • 14% African American
    • 1 of 4 employees will be Hispanic
    • 8% Asian American
  • 50% of paid workforce = women
  • Age issues
      • Older staying, younger coming in
      • Clash of generational ties!
changing workforce and diversity
Changing Workforce and Diversity

First language

Life experiences

Religion

  • Workforce has increasing diversity along several dimensions
  • Primary categories
    • gender, age, ethnicity, etc.
  • Secondary categories
    • some control over (e.g. education, marital status)

Geographic location

Occupation

Ethnicity

Race

Marital status

Mental/physical ability

Sexual orientation

Behavioral style

Gender

Parental status

Age

Education

Work style

Income

Work experience

changing workforce implications
Changing Workforce Implications
  • Leverage diversity advantage
  • Adjust to the new workforce
employment relationships
Employment Relationships
  • Work-life balance
    • Number one indicator of career success
    • Priority for many young people looking for new jobs
  • Contingent work
    • No explicit or implicit contract for long-term employment, or minimum hours of work can vary in a nonsystematic way
  • Employability
    • “New deal” employment relationship
    • Continuously learn new skills
employability vs job security
Employability vs Job Security

Employability

Job Security

  • Limited job security
  • Jobs are temporary
  • Career self-management
  • High emphasis on skill development
  • Lifetime job security
  • Jobs are permanent
  • Company manages career
  • Low emphasis on skill development
virtual work
Virtual Work
  • Using information technology to perform one’s job away from the traditional physical workplace
    • Telecommuting (telework)
      • Working from home, usually internet connection to office
    • Virtual teams
      • Operate across space, time, and organizational boundaries with members who communicate mainly through electronic technologies
focus on values and ethics
Focus on Values and Ethics
  • Values
    • Stable, long-lasting believes
    • Guide decisions and actions
  • Organizational culture
    • Shared assumptions, values, and beliefs
    • Govern the way employees think and act
    • Framed by
      • Individual norms, beliefs, culture
      • Demographic culture
      • Industry culture
      • Knowledge culture
ethics
Ethics
  • Ethics
    • Moral principles or values that determine whether actions are right or wrong
  • Corporate social responsibility (CSR)
    • Organization’s moral obligation
    • Influenced by:
      • Stakeholders
      • Economics
      • Society
      • Environment
values and ethics
Values and Ethics
  • More to come…
individual assignments
Individual Assignments

Exam 1: 100 points

Exam 2: 100 points

Exam 3: 100 points

Self assessments

([email protected] pts): 50 points

Class participation: 100 points

Total points: 450 (58% overall grade)

exams
Exams
  • Format
    • Multiple choice, true/false, short-essay, essay
  • Graded Exams
    • Must be returned to the instructor or students will receive a zero as a grade
    • Will review exams in-class
self assessments
Self-Assessments
  • Build awareness about yourself
    • Help you become a better self-manager and build upon your talents and traits
  • 1-3 paragraph assessment
    • Your computed assessment score
    • A description of what that score means
    • An explanation of whether or not you believe the assessment is accurate
      • Justify your point with examples
class participation
Class Participation
  • Actively engage in class discussion
    • Showing up to class is not participating
  • See Syllabus for metric used for assessing class participation
team assignments
Team Assignments

Simulations ([email protected]): 100 points

Manager Hot Seat Evals ([email protected]): 100 points

Report and presentation: 125 points

Total points: 325 (41% overall grade)

simulations
Simulations
  • Team = fictional company
    • Must have 50+ employees
    • Team members must be familiar with product/service
  • Conducted in class
  • Evaluate scenario provided using simulated company
    • Only have space and time provided in-class
    • Graded based on:
      • Evaluative skills
      • Use of innovative and creative ideas
      • Inclusion of class discussion/readings
      • Application to team’s business and problem scenario
      • Solutions that don’t cause more problems
manager hot seat evaluations
Manager Hot Seat Evaluations
  • Interactive software
    • See syllabus for how to acquire it
  • Software provides real manager in a problem situation
  • Team must evaluate the manager’s actions
  • Out-of-class team assignment
manager hot seat evaluations1
Manager Hot Seat Evaluations

Must include:

  • Team’s name and each team member in attendance for the activity
  • 1 paragraph “Problem Statement”
    • Describe the scenario and issues involved
  • Grade the manager’s performance (0-100 scale)
  • Provide an explanation for manager grade
    • What did manager do correctly/incorrectly or good/bad?
    • How team respond to each question and why?
    • What were the differences in how manager responded and team responded – and which was best
    • What did the team learn, based on course material?
case report and presentation
Case Report and Presentation
  • The Report
    • Write a case study, based on actual research
    • Evaluate your case study, based on standard case study evaluative criteria
    • 50 points
  • The Presentation
    • 15 minute presentation, summarizing the report
    • 50 points
  • Questions to a Presenting Team
    • Must ask one other presenting team (TBA) 2 questions
    • 25 points
case studies
Case Studies
  • Defined
    • Written representations that simulate business situations
  • Include
    • A significant business issue or issues
    • A sufficient amount of info to base conclusions
    • No stated conclusions
  • Basic Team Requirement
    • Define the situation
    • Provide analysis of the situation
    • Draw conclusions about the situation
case study situational types
Case Study Situational Types
  • Problems
    • Define problem and explain why it occurred
  • Decisions
    • Describe decision (scope, consequences) and analyze it (decision options, criteria for how it was derived)
  • Evaluations
    • Judge the worth, value or effectiveness of performance, actions, or outcomes based on evidence and criteria
effective case analyses
Effective Case Analyses
  • Individual Requirement
    • Read the case before class
    • Think and evaluate while reading
    • Take notes on your thoughts to discuss with your team
  • Team Requirement
    • Synergize thoughts into team evaluation during class
team case study write up
Team Case Study Write-Up
  • Identify the situation
  • Generate a position statement
  • Provide evidence to support the position statement
  • Provide an action plan regarding how the team would respond to next steps
1 identify the situation
1. Identify the Situation
  • Is the situation a problem, decision or evaluation?
  • What’s the problem, decision or evaluation in case reading?
  • What are the causal paths that lead to the problem, decision or evaluation or how did it happen?
questions to consider to evaluate the situation
Questions to Consider to Evaluate the Situation
  • Who/what’s the involved?
  • What’s the problem, decision or evaluation?
  • What’s the significance of it?
  • Who’s responsible for it?
  • What’s at stake?
  • What’s possible criteria for the problem, decision or evaluation?
  • What might be the most important criteria for this situation?
  • Are any of the important criteria mentioned in the case?
2 generate a position statement
2. Generate a Position Statement
  • Organize the case study essay
  • Express a conclusion
  • Provides the reader with your intention about the organization of the rest of the essay (i.e., your justification for your position)
3 evidence for the position statement
3. Evidence for the Position Statement
  • Most crucial part of the case essay
  • Provides qualitative and quantitative evidence to support
    • Merely citing numbers is not persuasive; it’s a catalog of events
  • Use results or outputs as evidence of conclusion
    • Carefully select facts – don’t just list everything
    • Combine facts with inferences that connect to the conclusion
    • Combine facts with inferences to support your conclusion
4 action plan
4. Action Plan

Elements of an Action Plan:

  • Set goals based on the argument
  • Address the actionable content of the argument
  • Consist of specific steps
  • Has realistic short- and long-term steps
  • Identifies and responds to the major risk to the plan
report content the evaluation
Report Content: The Evaluation
  • 3-4 page evaluation
  • Include the 4 basic case study evaluation components:
    • Identify the situation
    • Generate a position statement
    • Provide evidence to support the position statement
    • Provide an action plan regarding how the team would respond to next steps
  • Integrate concepts from course to justify evaluation
report semantics
Report Semantics
  • Typed and in 12-point, Times Roman font
  • Written in Executive Summary format
    • Provide overview of the situation
    • Evaluate the situation based on course topics and materials
    • Provide team recommendation
  • Follow American Psychological Association (APA) format
    • See http://apastyle.apa.org
  • Due on the date of the presentation – no later
presentation semantics
Presentation Semantics
  • Should include:
    • brief summary of the situation in the case study
    • the team’s evaluation
  • Can be no longer than 15 minutes
    • I will stop you and will not grade anything past 15 minutes
  • Must be professional
    • Content
    • Team appearance
  • Integrate appropriate visual aids (e.g., PowerPoint)
questions to other presenting team
Questions to Other Presenting Team
  • Instructor will assign each team to another presenting team
  • Must ask the presenting team 2 questions
  • Questions must be relevant to presentation
  • Example types:
    • Questions addressing important clarifications
    • Questions addressing areas that were overlooked
    • Questions that might strengthen team’s recommendation
peer reviews and evaluations
Peer Reviews and Evaluations
  • Evaluate other team members performance
  • Team grade received will be weighted based on team evaluations
  • Peer reviews
    • mid-semester performance check
    • does not impact grade
    • provides team members feedback on how to improve as a team member
  • Peer evaluations
    • end of the semester evaluation on each team member
    • evaluation averages will be basis of individual team grade received
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