1 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition. 1 O N E Introduction to the Field of Organizational Behaviour C H A P T E R

2 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Four Seasons and OB Four Seasons Hotels and Resorts has leveraged the power of organizational behaviour to become one of the world’s top luxury hotels as well as one of the best places to work. M. Tama, National Post

3 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition What are Organizations? Groups of people who work interdependently toward some purpose –Structured patterns of interaction –Coordinated tasks –Work toward some purpose M. Tama, National Post

4 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition OrganizationalBehaviourResearch Understandorganizationalevents Predictorganizationalevents Influenceorganizationalevents Why Study Organizational Behaviour

5 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Trends: Globalization Economic, social, and cultural connectivity with people in other parts of the world Globalization effects on organizations: –New organizational structures –Different forms of communication –Greater workflorce diversity –More competitive pressures and demands on employees

6 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Trends: Information Technology Re-designs jobs Knowledge management Telework Virtual Teams

7 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Trends: Workplace Diversity Primary and secondary diversity More women in workforce and professions Different needs of Gen-X/Gen-Y and baby-boomers Diversity has advantages, but firms need to adjust

8 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Trends: Employment Relationship Employability –“New deal” employment relationship –Continuously learn new skills Contingent work –No contract for long-term employment –Minimum hours of work vary

9 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Employability vs Job Security Job Security Lifetime job securityLifetime job security Job are permanentJob are permanent Company manages careerCompany manages career Low emphasis on skill developmentLow emphasis on skill development Employability Limited job securityLimited job security Jobs are temporaryJobs are temporary Career self- managementCareer self- management High emphasis on skill developmentHigh emphasis on skill development

10 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Trends: Workplace Values & Ethics Values –Guide our decisions and actions Ethics –The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

11 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Corporate Social Responsibility –Organization’s moral obligation toward its stakeholders Stakeholders –Shareholders, customers, suppliers, governments etc. Triple bottom line philosophy –Economic, Social & Environmental

12 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition OrganizationalBehaviourAnchors Multidisciplinaryanchor Systematicresearchanchor Contingencyanchor Open systems anchor Multiple levels of analysis anchor Organizational Behaviour Anchors

13 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Feedback Feedback Outputs OutputsInputs Subsystem Subsystem Subsystem Subsystem Organization Open Systems Anchor of OB

14 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Knowledge Management Defined Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success

15 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition 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

16 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Knowledge Management at Clarica Clarica Life Insurance Company uses its company- wide Intranet (called Clarica Connects) to help agents develop and share their expertise in ways that generate innovative solutions. Courtesy of Clarica

17 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Knowledge Management Processes Knowledge acquisition –Grafting, learning, experimentation Knowledge sharing –Communication –Communities of practice Knowledge use –Awareness –Freedom to apply knowledge Courtesy of Clarica

18 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Organizational Memory The storage and preservation of intellectual capital Retain intellectual capital by: –Keeping knowledgeable employees –Transferring knowledge to others –Transferring human capital to structural capital Successful companies also unlearn.

19 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition. 1 O N E Introduction to the Field of Organizational Behaviour C H A P T E R