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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rimby McShane and Travaglione

C H A P T E R 1Introduction

to the field oforganisational

behaviour

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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rimby McShane and Travaglione 2

Chapter learning objectives

1. Define organisational behaviour.2. Identify three reasons for studying organisational

behaviour.

3. Describe five trends in organisational behaviour.

4. Identify the five anchors on which organisationalbehaviour is based.

5. Diagram an organisation from an open systems view.

6. Define knowledge management and intellectual capital.

7. Identify three that organisations acquire knowledge.

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Computershareandorg behaviour

Computershare Ltd has

leveraged the power of

organisational behaviour tobecome one of Australias

leading high technology

companies.Courtesy of Computershare Ltd

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Organizational behavior

A field of study that investigates the impact thatindividuals, groups, and structure have on behaviorwithin organizations, for the purpose of applying suchknowledge toward improving an organizationseffectiveness

Organizational behavior (OB) is the study of factorsthat affect how individuals and groups act inorganizations and how organizations manage theirenvironments.

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What are organisations?

Groups of people who work interdependently towardsome purpose

A consciously coordinated social unit, composed of twoor more people, that functions on a relatively continuousbasis to achieve a common goal or set of goals.

A Social arrangement for achieving controlledperformance in Pursuit of collective Goals

structured patterns of interaction

coordinated tasks

work toward some purpose

Controlled Performance

Courtesy of Computeshare Ltd

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Stop & Think

Which of the following would you call anOrganization , and which not, Identify the reasonsfor your decision in each case?

A Chemical Processing Company

The Jamieson familyKings College Hospital

A Local Street Corner Gang

Your Local Squash Club

A Terrorist CellA Famine relief charity

The Azande tribe

A Primary School

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Organisationalbehaviourresearch

Understandorganisational

events

Predictorganisational

events

Influenceorganisational

events

Why study organisational behaviour?

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Insert Figure 1.1 here

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Trends: globalisation

Global companies extend their activities

to other parts of theworld

actively participate inother markets

compete against firmsin other countries

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Trends: globalisation

Implications ofglobalisation

new organisationalstructures

different forms of

communication

more competition, change,mergers, downsizing, stress

need more sensitivity to

cultural differences

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Trends: changing workforce

Primary diversityAge, race, physical qualities,

secondary diversity

Education, religion, work experience

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 policies

empowerment

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Trends: employment relationship

Employability employees perform many tasks, not a specific job

Casual 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 organisational

boundaries; mainly communicate through electronictechnologies

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Trends: information technology

Affects how employees interact virtual teams

telecommuting

Affects how organisations are configured

network structures alliance of severalorganisations

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Trends: values and ethics

Values stable, long-lasting beliefs about what is important

personal, cultural, organisational, professional

Importance of values

globalisation

more awareness of different values values replacing command and control

more emphasis on ethical business conduct

Ethics moral principles/values determine whether actions

are right/wrong and outcomes are good/bad

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Organisationalbehaviouranchors

Multidisciplinaryanchor

Systematicresearchanchor

Contingencyanchor

Open systemsanchor

Multiple levelsof analysisanchor

Organisational behaviour anchors

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Feedback Feedback

OutputsInputs

SubsystemSubsystem

Subsystem Subsystem

Organisation

Open systems anchor of OB

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Knowledge management defined

Any structured activity that improves anorganisations capacity to acquire, share and useknowledge for its survival and success.

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Intellectual capital

Human capital knowledge that employees possess and generate

Structural capital knowledge captured in systems and structures

Relationship capital value derived from satisfied customers, reliable

suppliers and others

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Knowledge management processes

Knowledge acquisition grafting

learning

experimentation

Knowledge sharing communication

communities of practice

Knowledge use

awareness

freedom to applyknowledge

Courtesy of Billabong

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Organisational memory

The storage and preservation of intellectualcapital

Retain intellectual capital by

keeping knowledgeable employees

transferring knowledge to others transferring human capital to structural capital

Documents

OB ch01