2. Bu 604 Session 1 Purple & Gold

3. Agenda Introduction to Bu 604 Content and Class Format Cases Is OB Just Common Sense? Putting Tools to Work - Case #1: Northwell Next Session – Organizational Structure and Organizational Change

4. Objectives of BU 604 Develop your skills in assessing and addressing individual, group & organizational level behaviour & performance Improve your skills in problem identification, analysis and the development of actionable alternatives. Increase awareness of how our implicit theories influence how we assess issues and make decisions. Better understand how organizational behaviour integrates with other functional areas Become better decision makers and implementers of change.

5. Course Materials Robbins and Langton, Organizational Behavior: Concepts, Controversies, Applications Cawsey and Deszca, Cases in Organizational Behaviour Other Material in the Case Package

6. Teaching Methods Cases Class discussion Simulation and role play Video

7. Performance Expectations Preparation Active learning via collective involvement means all will be expected to prepare, attend, and participate As professionals, participants are expected to submit assignments in a timely and high quality fashion Deal rigorously with ideas, analysis and critique, but treat one another with respect and dignity

8. Field of Organizational Behaviour Relevance of organizational behaviour to managerial work:Relevance of organizational behaviour to managerial work: –Provides perspective: an interdisciplinary & analytic approach –Open systems perspective –Contingency perspective –Deals with the interaction of people with situations –Fundamental concern for performance, effectiveness, and wellbeing

9. Is OB Just Common Sense? When people work together in groups and know their individual contributions aren’t easily observed, they tend to put out less effort than when they work on the task alone. TRUETRUE As morale or satisfaction among employees increases in an organization, overall performance almost always rises. FALSEFALSE In bargaining, the best strategy for maximizing long- term gains is seeking to defeat one's opponent. FALSEFALSE Most individuals do their best work under conditions of high stress. FALSEFALSE

10. Model Assumptions Organizations are dynamic entities Organizational behaviour exists at multiple levels Organizational behaviour does not exist in a vacuum Have the characteristics of open systems

11. Strategic Leadership Program Nadler, 1987 Organizational Congruence Model INPUTENVIRONMENT(P.E.S.T.)RESOURCESHISTORY/CULTURE OUTPUTSYSTEMSLEVELUNIT/GROUPLEVELINDIVIDUALLEVEL TRANFORMATION PROCESS Transformation Process Feedback

12. Dimensions of Environment Simple Complex Stable Dynamic

13. Strategic Leadership Program Nadler, 1987 Organizational Congruence Model INPUTENVIRONMENT(P.E.S.T.)RESOURCESHISTORY/CULTURE OUTPUTSYSTEMSLEVELUNIT/GROUPLEVELINDIVIDUALLEVEL INFORMAL STRUCTURE & PROCESS INDIVIDUAL FORMAL STRUCTURE STRATEGY WORK TRANFORMATION PROCESS

14. Strategic Leadership Program Nadler, 1987 Organizational Congruence Model INPUTENVIRONMENT(P.E.S.T.)RESOURCESHISTORY/CULTURE OUTPUTSYSTEMSLEVELUNIT/GROUPLEVELINDIVIDUALLEVEL INFORMAL STRUCTURE & PROCESS INDIVIDUAL FORMAL STRUCTURE STRATEGY WORK TRANFORMATION PROCESS

15. Organizational Output & Effectiveness Individual Outcomes Group Level Outcomes Organizational Outcomes Performance Absenteeism Turnover Attitudes – withdrawal / commitment Norms & Identity Cohesion Performance Group Satisfaction Efficiency & Effectiveness Financial Performance Innovation Customer/Market Measures Culture, etc

16. Congruence/Incongruence & Coordination/Integration? Environmental Factors and Strategy? Strategy and Various Transformational Components? People - Formal Systems/Processes? People - Tasks? People - Informal Organization? Formal Systems/Processes - Tasks? Formal Systems/Processes - Informal Organization? Tasks - Informal Organization? Desired Outputs, and Transformational Components?

17. Competing Values Framework Flexibility Control Internal Focus External Focus

18. Exhibit 1-2 Skills in the New Workplace Flexibility Control Mentor Innovator Broker Facilitator MonitorProducer CoordinatorDirector Internal Focus External Focus

19. INTERNAL EXTERNAL FLEXIBILITY CONTROL OPEN SYSTEMS THINKING HUMAN RESOURCE THINKING INTERNAL PROCESSES THINKING RATIONAL GOALS THINKING

20. Northwell Why was Northwell successful? What has changed? What are the major and secondary strategic and management issues Northwell faces? What are the strengths, weaknesses, opportunities & threats they face? What does the application of an open systems analytic approach tell you about Northwell’s situation? What should Claudia do?

21. Case Studies Case are real world descriptions of an organizations dealing with real issues There is no “one right answer” - however there are more thorough analyses and more insightful and valuable courses of action Read the case quickly and then carefully Think about the data, their source(s) and their quality

22. Case Method Interpreting, discerning and prioritizing complex data –Listen/read carefully and don’t jump to conclusions –Careful analyses Consider alternatives and decision criteria Develop a recommended plan of action

23. Case Studies (cont.) What is the Problem(s) vs symptoms or secondary problems? Analysis - the application of theories and concepts to make sense of the data Solution Criteria - what should we measure the alternatives and action plan against Alternatives - what are the strategic choices vs the laundry list Recommended Action Plan - the time ordered sequence of conditional actions Word Limits and the Use of the Executive Summary & Exhibits

24. Dynamic Complexity Constantly changing Tightly coupled Governed by feedback Nonlinearity History-dependent Self-organizing Adaptive Characterized by trade-offs Counterintuitive Policy Resistant