Gholipour A Organizational Behavior. University of Tehran. Organizational Behavior: Introduction

Organizational Sociology (OS) Strategic Management Decrease in Productivity Type of Analysis Level of Analysis Theoretical Applied (Practical) Organization as a Social Phenomenon Macro Meso Organization Theory (OT) Change Management Organizational Behavior (OB) Human Resource Management Micro

Gholipour A Organizational Behavior. University of Tehran. Management Skills Conceptual Skills The mental ability to analyze and diagnose complex situations. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Technical skills The ability to apply specialized knowledge or expertise.

Gholipour A Organizational Behavior. University of Tehran. Goals of Organizational Behavior Goals of Organizational Behavior PredictionPredictionControlControlExplanationExplanation

Gholipour A Organizational Behavior. University of Tehran. The Study of OrganizationalBehavior Psychology Sociology Social Psychology Anthropology Political Science

Gholipour A Organizational Behavior. University of Tehran. Main Trends in OB Globalization Empowering the Workforce Values and Ethics Changing Workforce Information Technology

Gholipour A Organizational Behavior. University of Tehran. Trend 1: Globalization Global companies: –Extend their activities to other parts of the world –Actively participate in other markets –Compete against firms in other countries Implications of globalization: –New organizational structures –Different forms of communication –More competition, change, mergers, downsizing, stress –Need more sensitivity to cultural differences

Gholipour A Organizational Behavior. University of Tehran. Trend 2: Changing Workforce Primary and secondary diversity More women in workforce and professions Different needs of Gen-X, Gen-Y, and baby- boomers Diversity has advantages, but firms need to adjust through: –cultural awareness –family-friendly –empowerment

Gholipour A Organizational Behavior. University of Tehran. Trend 2: Changing Workforce Employment Relationship –employees perform many tasks, not a specific job Contingent work –no explicit or implicit contract for long-term employment Telecommuting –working from home, usually with a computer connection to the office Virtual teams –operate across space, time, and organizational boundaries; mainly communicate through electronic technologies

Gholipour A Organizational Behavior. University of Tehran. Trend 3: Empowering the Workforce Managers Are Giving up Controls Workforce Are Accepting Responsibility Managers Are Delegating power

Gholipour A Organizational Behavior. University of Tehran. Trend 4: Information Technology Affects how employees interact – Virtual teams – Telecommuting Affects how organizations are configured – Network structures -- alliance of several organizations

Gholipour A Organizational Behavior. University of Tehran. Trend 5: Values and Ethics Values –Stable, long-lasting beliefs about what is important –personal, cultural, organizational, professional Importance of values a.Globalization -- more awareness of different values b.Values replacing command-and-control c.More emphasis on ethical business conduct Ethics –Moral principles/values -- determines whether actions are right/wrong and outcomes are good/bad

Gholipour A Organizational Behavior. University of Tehran. Dependent Variable in Organizational Behavior 1.Job Satisfaction; 2.Productivity; 3.Absenteeism and Turnover; 4.Organizational Identity 5.Organizational Involvement; 6.Organizational Commitment; 7.Organizational Citizenship Behavior.

Gholipour A Organizational Behavior. University of Tehran. Variable in Organizational Behavior Independent Variable and Levels of Analysis in Organizational Behavior CollectiveLevelCollectiveLevelIndividualLevelIndividualLevel

Gholipour A Organizational Behavior. University of Tehran. Evolution of the 21st-Century Manager Order giver, privileged elite, manipulator, controller Facilitator, team member, teacher, advocate, sponsor, coach Continuous life-long learning, generalist with multiple specialties Continuous life-long learning, generalist with multiple specialties Periodic learning, narrow specialist Periodic learning, narrow specialist Time, effort, rank Skills, results Primary Role Role Learning & Knowledge Knowledge CompensationCriteriaCompensationCriteria CulturalOrientation Monocultural, monolingual Multicultural, multilingual Past Managers Future Managers

Gholipour A Organizational Behavior. University of Tehran. Evolution of the 21st-Century Manager Formal AuthorityKnowledge (technical interpersonal) Primary resource Potential problem Vertical Multidirectional Primary Source of Influence Source of Influence View of People Primary Communication Pattern Pattern Decision Making Style Limited input for individual decisions Broad-based input for joint decisions Past Managers Future Managers

Gholipour A Organizational Behavior. University of Tehran. Evolution of the 21st-Century Manager AfterthoughtForethought Cooperative (win-win) Competitive (win-lose) Hoard and restrict access Share and broaden access EthicalConsiderations Nature of Interpersonal Relationships Relationships Primary Communication Pattern Pattern Approach to Change Resist Facilitate Past Managers Future Managers

Gholipour A Organizational Behavior. University of Tehran. E-business Implications for OB E-Management – E-Management – Fast paced; Virtual teams, Networking skills E-communication – E-communication – use/abuse; Telecommuting promised and drawbacks Goal setting and feedback – Goal setting and feedback – Web-based goal-setting/evaluation; Risk of over control? Organizational structure – Organizational structure – Virtual teams and organizations; Lack of trust and loyalty in “faceless” organizations? Job design – Job design – “Sticky” work settings; Unrealistic expectations? Decision making – Decision making – Less time to make more decisions; Information overload; Empowerment and participative decision making Knowledge management – Knowledge management – E-training; E-learning; distance learning Speed, conflict, and stress – Speed, conflict, and stress – Does relentless speed equal burnout? Change and resistance to change – Change and resistance to change – Stop the World, I want to get off! Constant change equals conflict Ethics – Ethics – Net slaves (low pay with unrealistic promises of riches); Electronic monitoring; Repetitive motion injuries; Abuse of part-timers (no benefits, no job security); Privacy issues E-business E-business involves using the Internet to facilitate every aspect of running a business.