Fluent Essays

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I have already posted it with this question. chapter_1.pdf Unformatted Attachment Preview Micro Organizational Behaviour MGMT 2383 Chapter 1 Introduction to the Field of Organizational Behaviour Dr. Abdellah Organizational Behaviour and Organizations • Organizational behaviour – Studies what people think, feel, and do in and around organizations • Organizations – Groups of people who work interdependently toward some purpose – Collective entities – Collective sense of purpose Why is it important? • OB helps people in all jobs: – Comprehend and predict workplace events – Adopt more accurate personal theories – Influence organizational events • Vital to the organization’s survival and success – Predicts firm’s performance – Predicts hospital quality – OB concepts are positive screens in investment decisions Technology has had a massive impact on OB and how people work in organizations today Technology has been and is still considered a ‘disruptive force’ Technological Change • Effects of technological change – Higher productivity, but displaces employees/occupations – Alters work relationships and behaviour patterns – Improves health and wellbeing • Effects of information technology – Greater employee voice to executives – Less work-nonwork separation, less attention span, more techno-stress Globalization • Economic, social, and cultural connectivity with people in other parts of the world • Due to better information technology and transportation systems • Effects of globalization on organizations – Larger markets, lower costs, more knowledge – Affects teamwork, diversity, cultural values, leadership – Increases work intensification, reduces job security Emerging Employment Relationships Due to technology, globalization, etc. – Longer hours, less work-nonwork separation Work-life balance -- degree of conflict between work and nonwork demands Remote work – Working at client sites (e.g. repair technicians) – Teleworking (telecommuting) – working from home Remote/Telework Remote work has its advantages and disadvantages This will depends on person, job, firm Remote/Telework Advantages – better work-life balance – valued work benefit – higher productivity – better for the environment – lower real estate costs for company Remote/Telework Disadvantages – more social isolation, less co-worker interaction – less informal communication to help career advancement – lower team cohesion, weaker organizational culture Increasing Workforce Diversity • Surface-level vs. deep-level diversity Consequences of diversity – Better team creativity/decisions, but slower team development – Easier to recognize/address community needs – Higher risk of dysfunctional conflict • Diversity is a moral/legal imperative Organizational Behaviour Anchors • Systematic research anchor – OB knowledge is built on systematic research – Evidence-based management – Many people don’t apply evidence-based management • Multidisciplinary anchor – Many OB concepts adopted from other disciplines – OB develops its own theories, but scans other fields Organizational Behaviour Anchors • Contingency anchor – A particular action may have different consequences in different situations – Need to diagnose the situation to choose best action • Multiple levels of analysis anchor – Individual, team, organizational level of analysis – OB topics usually relevant at all three levels of analysis Organizational Effectiveness • The ultimate dependent variable in OB • Goal attainment: Discredited view of effectiveness • Organizational effectiveness is a composite of four perspectives: – Open systems – Organizational learning – High-performance work practices (HPWP) – Stakeholder Open Systems Perspective • Organizations are complex systems that “live” within and depend on the external environment • Effective organizations – Maintain a close “fit” with changing conditions – Transform inputs to outputs efficiently and flexibly • Foundation for the other three organizational effectiveness perspectives Open Systems Perspective External Environment subsystem •Raw materials •Human resources •Information •Finances •Equipment Technological subsystem Accounting subsystem •Products/services •Shareholder Engineerin Transforming inputs to outputs g subsystem Managerial subsystem Marketing /Sales subsystem dividends •Community support •Waste/pollution Production subsystem Feedback Feedback Organizational Learning Perspective • An organization’s capacity to acquire, share, use, and store valuable knowledge • Consider both stock and flow of knowledge – Stock: intellectual capital – Flow: processes of acquiring, sharing, using, and storing knowledge Intellectual Capital Human Capital Knowledge that people possess and generate Structural Capital Knowledge captured in systems and structures Relationship Capital Value derived from satisfied customers, reliable suppliers, etc. Organizational Learning Processes Storing Knowledge Acquiring Knowledge • Keeping knowledgeable employees • Documentation • Knowledge transfer • Learning (external) • Environmental scanning • Hiring/grafting • Experimenting Using Knowledge Sharing Knowledge • Sense making (locating knowledge) • Prerequisite knowledge/skills • Autonomy to apply knowledge • Learning orientation culture • Communicating • Learning (internal) • Information systems High-Performance Work Practices • Workplace practices that enhance human capital • Most cited HPWPs (best when bundled together) 1. 2. 3. 4. Employee involvement Job autonomy Competence development (hire, training) Performance-/skill-based rewards • How HPWPs improve effectiveness: – develop employee skills and knowledge – adapting better to rapidly changing environments – better motivation and attitudes toward the employer Corporate Social Responsibility Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations Example: Corporate Social Responsibility at MTN At MTN Group, Africa’s largest mobile (cell) phone company, employees help the community and environment through the company’s awardwinning “21 Days of Y’ello Care” program. For example, MTN employees recently installed solar panels with batteries to generate off-grid electricity for lighting at rural schools. Stakeholder Perspective • Stakeholders: entities who affect or are affected by the firm’s objectives and actions • Understand, manage, satisfy stakeholder needs • Challenges: – conflicting interests – firm’s limited resources Stakeholders: Values and Ethics • Personal values influence how corporate boards and CEOs allocate organizational resources • Values – Stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations • Ethics – Moral principles/values, determine whether actions are right/wrong and outcomes are good or bad Stakeholders and CSR • Stakeholder perspective includes corporate social responsibility (CSR) – Benefit society and environment beyond the firm’s immediate financial interests or legal obligations – Organization’s contract with society • Triple bottom line – Economy, society, environment Integrative Model of OB End of Chapter 1 ... Purchase answer to see full attachment