Ob in perspectives
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This document provides an overview of organizational behavior and effectiveness from multiple perspectives. It defines organizational behavior as a field that studies how individuals, groups and structures influence behavior in organizations. It discusses why studying organizational behavior is important, such as satisfying needs to understand and predict behavior, gaining knowledge to work with others, influencing behaviors, and improving financial health. It then covers four perspectives on organizational effectiveness: stakeholder, high-performance work practices, organizational learning, and open systems. Key topics covered include intellectual capital, knowledge management, and high performance work practices.
Ob in perspectives
- 1. IN PERSPECTIVE ORGANIZATIONAL BEHAVIOR McShane/Von Glinow OB 5e © 2010 THE MCGRAW-HILL COMPANIES, INC. ALL RIGHTS RESERVED 1
- 2. Organizational Behavior, 2003 A field of study individuals, groups, and structures for the purpose of applying such knowledge toward improving an organizational effectiveness. ORGANIZATIONAL BEHAVIOR DEFINITION 1-2 that investigates the impact that have on behaviour within organizations -Stephen Robbins,
- 3. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-3
- 4. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-4 Satisfy the need to understand and predict
- 5. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-5 Satisfy the need to understand and predict provides the knowledge and tools for working with and through others
- 6. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-6 Satisfy the need to understand and predict provides the knowledge and tools for working with and through others Get things done by influencing behaviors
- 7. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-7 Satisfy the need to understand and predict provides the knowledge and tools for working with and through others Get things done by influencing behaviors Improve s financial health
- 8. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL WHY STUDY OB? 1-8 Satisfy the need to understand and predict provides the knowledge and tools for working with and through others Get things done by influencing behaviors Improve s financial health “O rg aniz atio nalbe havio ur kno wle dg e is just as im po rtant fo r the o rg aniz atio n’s financial he alth”. (McShane , & Glino w, O g aniz atio nal Be havio r, 20 1 0 )
- 9. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-9 ORGANIZATI ON
- 10. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-10 ORGANIZATI ON
- 11. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-11 ORGANIZATI ON Building high performance teams
- 12. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-12 ORGANIZATI ON Motivating co-workers Building high performance teams
- 13. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-13 ORGANIZATI ON Motivating co-workers Building high performance teams Handling workplace conflicts
- 14. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-14 ORGANIZATI ON Motivating co-workers Building high performance teams Handling workplace conflicts Influencing your boss
- 15. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-15 ORGANIZATI ON Motivating co-workers Building high performance teams Handling workplace conflicts Influencing your boss Changing employee behaviour
- 16. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-16 ORGANIZATI ON ORGANIZATIONA L EFFECTIVENESS
- 17. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-17 ORGANIZATI ON ORGANIZATIONA L EFFECTIVENESS FINANCIAL GROWTH
- 18. ORGANIZATIONAL BEHAVIOR IN A NUTSHELL 1-18 ORGANIZATI ON ORGANIZATIONA L EFFECTIVENESS FINANCIAL GROWTH
- 19. FOUR PERSPECTIVES OF ORGANIZATIONAL EFFECTIVENESS Stakeholder Perspective High-Performance WP Perspective Organizational Learning Perspective Open Systems Perspective 1-19
- 21. QUESTION 1-21 Does efficiency necessarily translate into effectiveness? No. Efficiency is about doing things right, whereas efffectivess is about doing the right things
- 22. INTELLECTUAL CAPITAL RelationshipRelationship CapitalCapital Structural CapitalStructural Capital HumanHuman CapitalCapital 1-22
- 23. INTELLECTUAL CAPITAL RelationshipRelationship CapitalCapital Structural CapitalStructural Capital HumanHuman CapitalCapital Knowledge that people possess and generate 1-23
- 24. INTELLECTUAL CAPITAL RelationshipRelationship CapitalCapital Structural CapitalStructural Capital Knowledge captured in systems and structures HumanHuman CapitalCapital Knowledge that people possess and generate 1-24
- 25. INTELLECTUAL CAPITAL RelationshipRelationship CapitalCapital Value derived from satisfied customers, reliable suppliers, etc. Structural CapitalStructural Capital Knowledge captured in systems and structures HumanHuman CapitalCapital Knowledge that people possess and generate 1-25
- 26. ORGANIZATIONAL LEARNING PROCESSES Applying knowledge to organizational processes in ways that improves the organization’s effectiveness Distributing knowledge throughout the organization Extracting information and ideas from its environment as well as through insight KNOWLEDGE ACQUISITION KNOWLEDGE ACQUISITION KNOWLEDGE SHARING KNOWLEDGE SHARING KNOWLEDGE USE KNOWLEDGE USE Examples in practice Hiring skilled staff Posting case studies on intranet Giving staff freedom to try out ideas 1-26
- 27. QUESTION 1-27 How shall the organization retain intellectual capital? Retain good employees. OB also aids in employees rethinking the best way to perform a task and how to serve clients.
- 28. HIGH PERFORMANCE WORK PRACTICES (HPWPS) Employees are competitive advantage 1-28 Valuabl e Rare Difficult to imitate Non- substit utable
- 29. HIGH PERFORMANCE WORK PRACTICES Job autonomy Employee involvement Employee competence Employee performance
- 30. QUESTION 1-30 What do you think might be the downside of HPWP perspective? High-performance work practices improve organizational performance at a cost to employee well-being.
- 32. “TAKE AWAY MY PEOPLE, BUT LEAVE MY FACTORIES, & SOON GRASS WILL GROW ON THE FACTORY FLOORS. TAKE AWAY MY FACTORIES, BUT LEAVE MY PEOPLE, & SOON WE WILL HAVE A NEW & BETTER FACTORY” - ANDREW CARNEGIE Ref: McShane/Von Glinow OB 5e © 2010 THE MCGRAW-HILL COMPANIES, INC. ALL RIGHTS RESERVED 32