1. MNGT 5590 Organizational Behavior Week 1: Introduction/Chapter 1 Dr
MNGT 5590 Organizational Behavior Week 1: Introduction/Chapter 1 Dr. George Reid

2. Chapter 1: Introduction to the Field of Organizational Behavior
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

3. Why Study OB? Satisfy the need to understand and predict
Helps us to test personal theories
Influence behavior – get things done
OB improves an organization’s financial health (how?)
OB is for everyone (but the buck stops with MANAGEMENT)
1-3

4. Organizational Behavior
Task Behaviors
Relationship Behaviors
Business
Goals
MNGT 5590 Dr. Reid

5. Ground Rules for Business
Begin on time
Participate and share your ideas (points)
Encourage others to learn and participate
Ask questions if you do not understand (during class; in private only if private matter)
Listen to others without being evaluative
No sidebar conversations– share it
No cell phone/texting in class (ring off/go outside)
Other rules as may be necessary to maintain a productive learning environment!

6. Week
Topics/Activities/Assignments (schedule subject to adjustment)
Chapter in Text 1
Introduction to the Field of Organizational Behavior
Major Case: Introduction 2
Case #1: Analysis Due (50 pts)
Individual Behavior, Values, and Personality
Perception and Learning in Organizations
Workplace Emotions, Attitudes & Stress
Major Case: Analysis in Teams 3 4
Foundations of Employee Motivation
Applied Performance Practices
Major Case: Planning for Data Collection
Major Case: Analysis Paper Due (100 pts) 5 6
Case #2: Analysis Due (50 pts)
Major Case: Data Collection/Discovery
N/A
Midterm Examination (Chapters 1-6) (200 pts)
Major Case: Summarize Data
Decision Making and Creativity
Team Dynamics
Communicating in Teams and Organizations 7 8 9
Case #3: Analysis Due (50 pts)
Power and Influence in the Workplace
Conflict and Negotiation in the Workplace
Leadership in Organizational Settings
Major Case: Feedback/report planning 10 11 12
Case #4: Analysis Due (50 pts)
Major Case: Feedback Presentations (100 pts)
Organizational Structure
Organizational Culture
Organizational Change
Major Case: Final Report Paper Due (100 pts) 13 14 15
Final Examination (Chapters 1 – 15) (200 pts)

7. Grading Attendance* and participation 100 points = 10%
Case Studies – Analysis (4 x 50 pts.)
200 points = 20%
Major Case: (Participation: 100 pts., Analysis Paper: 100 pts., Final report: 100 pts.
300 points = 30%
Midterm Exam
Final Exam
200 points = 20 %
TOTAL
1000 points =100%
*One class only may be made-up, if missed for any reason.

8. Quicken Loans
Quicken Loans has become one of America’s most successful companies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.

9. Organizational Behavior and Organizations
The study of what people think, feel, and do in and around organizations
Organizations
Groups of people who work interdependently toward some purpose
Collective sense of purpose
Various types of structures and communication systems

10. Why Study OB? To understand and predict
Helps us to test/improve personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone

11. Organizational Effectiveness
The ultimate dependent variable in OB
Old approach – achieving limited goals
Problem with goal attainment
Could set easy goals
Company might achieve wrong goals

12. Four Perspectives of Organizational Effectiveness
Open Systems Perspective
Organizational Learning Perspective
High-Performance WP Perspective
Stakeholder Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness

13. 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

14. Open Systems Perspective
External Environment
subsystem
Technological subsystem
Accounting subsystem
Raw materials
Human resources
Information
Finances
Equipment
Products/services
Shareholder dividends
Community support
Waste/pollution
subsystem
subsystem
subsystem
Engineering subsystem
Transforming inputs to outputs
Marketing /Sales subsystem
subsystem
Managerial subsystem
Purchasing subsystem
subsystem
Production subsystem
subsystem
Cultural subsystem
Socialization subsystem
Feedback
Feedback

15. Organizational Learning Perspective
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledge
Stock: intellectual capital
Flow: org learning processes of acquisition, sharing, use, and storage

16. Intellectual Capital Human Capital Structural 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.

17. Organizational Learning Processes
Knowledge Acquisition
Knowledge Sharing
Knowledge Use
Knowledge Storage
Learning
Scanning
Grafting
Experimenting
Communicating
Info systems
Internal learning
Training
Observing
Awareness of knowledge
Sense making (locating knowledge)
Autonomy to apply knowledge
Human memory
Documentation
Practices/habits
Databases

18. 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

19. High-Performance Work Practices
Workplace practices that leverage the potential of human capital
Four HPWPs (likely others)
Employee involvement
Job autonomy
Develop competencies (training, selection)
Performance-based rewards
Need to “bundle” them – work best together

20. © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Case B1: Wood Art
General Mgr.
Mgr. Q & CS
Supv
Pat: Gen Manager
Workers
McShane/Von Glinow OB 5e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved

21. Case Example: Analysis
What is
What should be
How to get there?

22. Current INPUTS:
Current PROCESSES:
Current OUTPUTS:
Desired INPUTS:
Desired PROCESSES:
Desired OUTPUTS:

23. Describe the nature of communication between the supervisor, Pat, and her workers:
How would you describe Pat’s management style?
What suggestions can the Supervisor of Quality and Customer Service make to assist Pat in achieving Productivity, Quality AND Safety goals?

24. 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 award-winning “21 Days of Y’ello Care” program. This photo shows MTN employees painting schools during a recent Y’ello Care event.

25. Stakeholder Perspective
Stakeholders: entities who affect or are affected by the firm’s objectives and actions
Personalizes the open systems perspective
Challenges with stakeholder perspective:
Stakeholders have conflicting interests, values, ethics
Firms have limited resources to satisfy all stakeholder needs

26. 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

27. Globalization
Economic, social, and cultural connectivity with people in other parts of the world
Driven by better communication and transportation systems
Effects of globalization on organizations
Larger markets, lower costs, more innovation
Increasing diversity
Increasing work intensification, less work-life balance (24/7 schedule)

28. Increasing Workforce Diversity
Surface-level vs deep-level diversity
Implications
Better knowledge, decisions, representation, financial returns
Manage challenges of diversity (e.g. teams, conflict)
Ethical imperative of diversity

29. Emerging Employment Relationships
Work/life balance
Minimizing conflict between work and nonwork demands
Virtual work
Using information technology to perform one’s job away from the traditional physical workplace
Telecommuting – issues of social isolation, emphasis on face time, employee self-motivated

30. Organizational Behavior Anchors
Systematic research anchor
OB knowledge is built on systematic research
Evidence-based management – rely on research evidence, not fads, untested assumptions
Multidisciplinary anchor
Many OB concepts adopted from other disciplines
OB develops its own theories, but scans other fields

31. Organizational Behavior Anchors (con’t)
Contingency anchor
A particular action may have different consequences in different situations
Need to diagnose the situation and select best strategy under those conditions
Multiple levels of analysis anchor
Individual, team, organizational level of analysis
OB topics usually relevant at all three levels of analysis

32. Preview: Case: S-Tech Global Security Systems
Fire & intrusion alarms, video surveillance
Offices in 7 countries,1200 employees
Founded 1990 in Italy; purchased by Chris Huang – moved HQ to Shanghai
Wants to implement ERP System (integrated IT functions)

33. S-Tech Global Security Systems
Chris Huang, CEO
Terry Chen, Director, Field Operations
Pat Wang, Director, Scheduling & Planning
Sandy Zhang, Director, Sales & Marketing
Sam Wu, Director, Electronics Design & Development

34. Dates and my responsibilities:
Prelim Analysis_______Week 2 ________
Plan interviews: _______Week 3 _______
Conduct interviews: ____Week 4_______
Summarize data: _______Week 5_______
Plan for feedback ______Week 6_______
Feedback presentations: ____Week 7____
This case: Individual assignments due:
Individual analysis paper: _____Week 3_____
Final report paper: _________Week 8______

35. For Next Week (Sunday 11th)
Chapters 2 – 3 – 4
Read S-Tech Case. You are the OB consultants helping with Readiness for ERP
Take Notes to Analyze S-Tech Case. Complete IPO Table X 6 (Current>Future)
Comment on communication and leadership. Do not make recommendations at this time.
Instructor will review notes for accountability