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MOC Danny Jutten

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MOC Danny Jutten

  1. 1. Introduction to Organisational Behaviour Management, Organisation & Communication Faculty of International Business & Communication D. Jutten
  2. 2. What is Organisational Behaviour? The field of OB is the study of people at work. • OB studies the influence which… - Individuals, - Groups and - Organisations …have on behaviour within organisations
  3. 3. Why do we need to study it? • Managers have all sorts of people problems: • Bosses with poor communication skills • Employees’ lack of motivation • Conflict between team members • Employee resistance because of reorganisation Understanding of human behaviour plays an important role in determining a manager’s effectiveness .
  4. 4. What is the Goal of studying OB? • Learn to Understand, Predict & Change human behaviour concerning employment-related issues like: • Jobs • Work • Absenteeism • Employment turnover • Productivity • Human performance • Management
  5. 5. Focus of OB • Motivation • Leader behaviour and power • Interpersonal communication • Group structure and processes • Perceptions and attitudes • Personality, emotions and values • Change processes • Conflict and negotiations • Work design
  6. 6. Contributing disciplines • Psychology: measure, explain and change individual behaviour • Social psychology: focuses on people’s influences on one another • Sociology: study of people in relation to their social environment • Anthropology: study of societies for the purpose of learning about human beings and their activities
  7. 7. Why is it difficult to predict someone’s behaviour? • People are complex and diverse • People often act very differently in the same situation • We behave differently in different situations ex: church/party We need to take contingency variables (or situational conditions) into account
  8. 8. Challenges and opportunities for OB • Globalisation • Workforce Diversity: Organisations are heterogeneous • gender • age • race • ethnicity • sexual orientation • disability • religion
  9. 9. Managing Workforce Diversity • increasing creativity • improvement of decision making • different perspective on problems • improving quality and productivity • improving customer services • improving people skills • stimulating innovation and change • improving ethical behaviour • creating a positive work environment
  10. 10. PERSONALITY TRAITS AND WORK VALUES Organizational Behaviour: Chapter 2
  11. 11. What is personality? • The growth and development of someone’s whole psychological system • Definition by Gordon Allport: “the dynamic organisation within the individual of those psychological systems that determine his unique adjustments to his environment” • The sum total of ways in which an individual reacts to and interact with others
  12. 12. Personality determinants • Heredity or environment? • Research shows heredity is of more importance • Physical stature • Facial attractiveness • Gender • Temperament • Muscle composition and reflexes • Energy level • Biological rhythms
  13. 13. Myers-Briggs Type Indicator (MBTI) 16 personality types: • Extraverted versus introverted • Sensing versus intuitive • Thinking versus feeling • Judging versus perceiving
  14. 14. Big Five Model video • Openness to experience • Conscientiousness • Extraversion • Agreeableness • Emotional stability ( or Neuroticism) • Acronym: OCEAN Assignment: Do the personality test on: learnMyself.com and hand in the overal result of the five dimensions next week (click on green button “start advanced”)
  15. 15. Other personality traits relevant to OB • Core self-evaluation • Self-Monitoring • Type A Personality • Type B Personality • Proactive Personality
  16. 16. Values • Represent basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” • What is right or wrong; good or bad?
  17. 17. Values Two factors: • Content  is something important? • Intensity  how important? Value system: • The hierarchy of values • Freedom, pleasure, respect, honesty, obedience, equality
  18. 18. Terminal vs Instrumental Values • Terminal  desirable end states  goals to achieve • Instrumental  preferable modes of behaviour  or the means of achieving the terminal values • E.g: a comfortable (prosperous) life vs ambitious behaviour (hardworking, aspiring)
  19. 19. Generational Values • Veterans • Boomers • Xers • Nexters • Hardworking, conservative • Succes, ambition, dislike of authority • Work/life balance, team oriented • Confident, self-relient but team oriented
  20. 20. Linking an individual’s personality and values to the workplace • Person-job fit • Person-job fit theory (by John Holland) • satisfaction is highest and turnover is lowest when personality and occupation are in agreement • Person-organisation fit • with organisational changes it is more important that employees’ personalities fit the overall organisation’s culture than the specific job
  21. 21. Hofstede Dimensions Hofstede’s Framework for Assessing Cultures • Power distance • Individualism vs collectivism • Masculinity vs femininity • Uncertainty avoidance • Long-term vs short-term orientation
  22. 22. Criticism on Hofstede • Based on single company • Study is 30 yrs old and world has changed • Fall of soviet union • Transformation CEEC’s • End of apartheid in South Africa • Spread of Islam • Rise of China as global power
  23. 23. GLOBE • 9 dimensions which resemble Hofstede • Added were: • Human orientation • Performance orientation
  24. 24. Thank you for your attention! For next week read chapters 3 & 4.

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