2. Field of
Organiza
tional

3. Organizational behavior
* the study of what people think,
feel, and do in and around
organizations
– groups of people who work
interdependently toward some purpose
1

4. Organizational behavior
* the study of what people think,
feel, and do in and around
organizations
– groups of people who work
interdependently toward some purpose
Organization

5. Key features of
organizations
•Collective entities
•Collective sense of
purpose

6. HISTORICAL FOUNDATIONS OF OB
around
1940’s
Plato Greek
philosopher
wrote about the
essence of leadership
around
1940’s
Confucius Chinese
philosopher
discussed the virtues
of ethics and
leadership
1776 Adam Smith Discussed the benefits
of job specialization &
division of labor

7. 1800’s Max Weber German
sociologist
wrote about rational
organizations, the work
ethics & charismatic
leadership
1800’s Frederick
Winslow
Taylor
Industrial
engineer
proposed systematic
ways to organize work
processes & motivate
employees through goal
setting &rewards

8. 1920’s
to
1940’s
Elton Mayo,
Fritz Roethlisberger
& their Harvard
University
colleagues
introduced the “human
relations” school of
management, it
emphasizes the study of
employee attitudes &
informal group dynamics
in the workplace
Mary Parker Follett Political
philosophe
r & social
worker
advocated new ways of
thinking about several
OB topics, constructive
conflict, team dynamics,
organizational
democracy, power &
leadership

9. 1930’s Chester
Barnard
wrote insightful reviews
of organizational
communication,
coordination, leadership &
authority, organization as
open systems & team
dynamics

10. OB theories help to
• make sense of the workplace
• question and rebuild their
personal mental models
• get things done in
organizations

11. ve of
Organiza
tional

12. Organizational
• “ultimate dependent
variable” in organizational
behavior
• Is the outcome that most
OB theories are ultimately
trying to achieve
2

13. Organizational Effectiveness
• “ultimate dependent
variable” in organizational
behavior
• Is the outcome that most
OB theories are ultimately
trying to achieve

14. Organizational effectiveness
• Is a composite of four
perspectives:
1 Open system
2. Organization Learning
3.
4. Stakeholder
5

15. Organizational effectiveness
• Is a composite of four
perspectives:
1 Open system
2. Organization Learning
3. High-Performance Work
Practices
4. Stakeholder

16. Open System
• Views organizations as complex
organism that “live” within an
external environment
• Depend on the external
environment for resources

17. Open System
• Organization-environment
fit
• Internal Subsystems
Effectiveness
- organizational efficiency
(also called )3

18. Open System
• Organization-environment
fit
• Internal Subsystems
Effectiveness
- organizational efficiency
(also called productivity)

19. Organizational Learning
• Also called
• Views knowledge as the main
driver of competitive advantage
• Depends on the organization’s
capacity to acquire, share, use,
and store valuable knowledge
4

20. Organizational Learning
• Also called “knowledge
management”
• Views knowledge as the main
driver of competitive advantage
• Depends on the organization’s
capacity to acquire, share, use,
and store valuable knowledge

21. Organizational Learning
• Intellectual capital
- Human Capital
- Structural Capital (Organizational
Capital)
- Relationship Capital
•Organizational Learning Process
- Knowledge acquisition
- Knowledge Sharing
- Knowledge use
- Knowledge storage

22. Organizational Learning
• Absorptive Capacity
- ability to recognize the value of new
information assimilate it, and use it for
value-added activities
• Organizational Memory and
Unlearning
- corporate leaders= keepers of
organizational memory

23. High-Performance Work Practices
(HPWP)
• Four work practices:
1. Employee involvement
2. Job autonomy
3. Employee competence
4. performance/skill-
based rewards

24. Stakeholders
• Individuals, organizations, or other
entities that affect, or are affected
by, the organization’s objectives and
actions
• – relatively stable, evaluative
beliefs that guide a person’s
preferences for outcomes or courses
of action in a variety of situations
6

25. Stakeholders
• Individuals, organizations, or other
entities that affect, or are affected
by, the organization’s objectives and
actions
• Values – relatively stable, evaluative
beliefs that guide a person’s
preferences for outcomes or courses
of action in a variety of situations

26. Stakeholders
• Ethics – the study of moral principles
or values that determine whether
actions are right or wrong and outcomes
are good or bad
•
– organizational activities intended to
benefit society and the environment
beyond the firm’s immediate financial
interest or legal obligations
7

27. Stakeholders
• Ethics – the study of moral principles
or values that determine whether
actions are right or wrong and outcomes
are good or bad
• Corporate social responsible (CSR)
– organizational activities intended to
benefit society and the environment
beyond the firm’s immediate financial
interest or legal obligations

28. rary
Challenge
s for

29. Contemporary Challenges for
Organizations
•
• Increasing Workforce
Diversity
• Emerging Employment
Relationship
8

30. Contemporary Challenges for
Organizations
• Globalization
• Increasing Workforce
Diversity
• Emerging Employment
Relationship

31. Globalization
- refers to economic ,social,
cultural connectivity with
people in other parts of the
world.
- It offers numerous benefits to
organization in terms of larger
market, lower cost etc.

32. Increasing Workforce Diversity
• -
difference in race, gender, age
and physical capabilities.
• Deep- level diversity
9

33. Increasing Workforce Diversity
• Surface- level diversity-
difference in race, gender,
age and physical capabilities.
• Deep- level diversity

34. Emerging Employment
Relationship
•Work- life balance
•Virtual work

35. Organiza
tional
Behavior

36. Systematic Research Anchor
•OB researchers
only scientific method

37. - Forming research
questions
- Systematically collecting
data
-Testing hypothesis against
those data

38. Systematic Research Anchor
• Should apply evidence-based
management
• Problems applying evidence-based
management
* Bombarded with theories and
models from many resources
* Challenge translating general OB
theories to specific situations

39. Multidisciplinary Anchor
• Many OB concepts
adopted from other
disciplines
• OB develops its own
theories, but also scans
other fields

40. Contingency Anchor
• A particular action may have
different consequences in
different situations
• Need to diagnose the
situation and select best
strategy under those
conditions

41. Multiple Levels of Analysis
Anchor
1. - characteristics
and behavior of
employees
2. Team – (including
interpersonal) – looks the
way people interact
10

42. Multiple Levels of Analysis
Anchor
1. Individual - characteristics
and behavior of
employees
2. Team – (including
interpersonal) – looks the
way people interact

43. 3. -
focuses on how people
structure their working
relationships and on how
organizations interact
with their envorinment
Multiple Levels of Analysis
Anchor
11

44. 3. Organization level -
focuses on how people
structure their working
relationships and on how
organizations interact
with their envorinment
Multiple Levels of Analysis
Anchor