1. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 1 Lecture 1 ORGANIZATIONAL BEHAVIOUR TODAY

2. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 2 ORGANIZATIONAL BEHAVIOUR INVOLVES TWO DISTINCT FEATURES: Interdisciplinary Explanatory

3. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 3

4. 4 WHY STUDY ORGANIZATIONAL BEHAVIOUR? Most jobs contain a technical and people oriented dimension Career development is a competitive process involving Colleagues and selective processes Organizational change is ever present Organizations are complex, dynamic places

5. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 5 HOW TO STUDY ORGANIZATIONAL BEHAVIOUR Get involved Consider all the organizations that you have been involved with Think about all of the jobs that you have done Think about the movies, books and games that involve jobs Integrate all your experience and reading about organizations

6. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 6

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8. 8 RESEARCH AND ORGANIZATIONAL BEHAVIOUR Level of research can be: –Individual –Group –Managerial –Organizational –Societal

9. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 9 A FIRST LOOK AT ORGANIZATIONS

10. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 10 DEFINITIONS OF AN ORGANIZATION: A. “Organizations are collections of people working together in a co-ordinated and structured fashion to achieve one or more goals” - Barney & Griffin (1992, p.5) B. “Organizations are “consciously created arrangements to achieve goals by collective means” - Thompson & McHugh (1995, p.3) C. “Organization: a social arrangements for achieving controlled performance in pursuit of collective goals” - Huczynski & Buchanan (2001, p.884)

11. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 11 A manager acting on behalf of an absentee owner A manager acting as the agent of the owner Acting in loco-parentis Stakeholders A FIRST LOOK AT MANAGEMENT

12. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 12 The two major differences identifiable in management activity: Level Job

13. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 13 MANAGEMENT CONTAINS THREE MAIN FUNCTIONS: Direction or strategy Resources need to be provided and managed People management –employees responsible to the manager actually achieve the organizational objectives

14. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 14 THE MANAGEMENT OF ORGANIZATIONS 1. Why organizations need managers 2. Why managers need organizations 3. Factors that create a reciprocal need between managers and organizations Careers Status/Power Work Preference Self Interest Lifestyle Expectation

15. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 15 A FIRST LOOK AT EMPLOYEES One of a number of stakeholders Managers are also employees Traditional view was that employees ‘did’ while managers ‘thought’ Master and servant Compliance vs commitment

16. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 16

17. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 17 CHALLENGES FACING ORGANIZATIONS 1. Evolutionary and revolutionary change 2. PESTLE Analysis (Johnson & Scholes 1999) Political Economic Social/cultural Technological Legal Environmental/ethical