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COMMERCE 2BA3
ORGANIZATIONAL
BEHAVIOUR
Class 1
O.B. Introduction, Definition, History

Dr. Christa Wilkin

Agenda
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Introductions
Icebreaker
Course overview
Introduction to OB
Contemporary management concerns

Introductions
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About your instructor

PhD from Mac


CHRP (certified human resources
professional)
Experience in HR; taught 2BA3 last spring

Icebreaker
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What do we have in common?


Break into groups of four to five people
Find two things in common with each other
E.g., food likes, sports, music, TV shows,
hobbies
Rule: The thing in common cant be that
you are a Mac student taking 2BA3
Pick a spokesperson who will introduce the
group members and tell the class what they
have in common

Course Overview
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Text available at the McMaster Bookstore:


Organizational Behaviour: Understanding and
Managing Life at Work (8th Edition), by Gary
Johns and Alan Saks (Prentice Hall)
New: ~ $130.75 Used: ~ $98.10

Format:

Combination of lectures and in-class exercises

How to find me
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Contact info:
Email: AustinCL@mcmaster.ca
Website:
http://www.business.mcmaster.ca/courses/com2B
A3/austincl/
Office phone: 525-9140 x 26167
Office hours: By appointment

How to Find Your TA...


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Chun-Hsiao (Darren) Wang


E-mail: wangc28@mcmaster.ca
Office phone: 905-525-9140 ext. 26359

Grading
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Group Assignment (25%) due week 6

Mid-term (35%) in week 4

Multiple-choice questions

Final exam (35%) in week 7

Random assignment to group of 3 to 4


Watch movie and apply three OB theories

Same format as mid-term

Participation (5%)

Demonstrate engagement with the course


material

Course Topics
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O.B. Introduction, Definition, History


Personality & Learning
Perception, Attribution, Judgment
Values, Attitudes & Work Behaviour
Theories of Work Motivation
Motivation in Practice
Groups and Teamwork
Influence, Socialization, Culture
Leadership

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Communication
Decision Making
Power, Politics and Ethics
Conflict & Stress
Organizational Structure
Environment, Strategy, Technology
Change, Development, Innovation

MID-TERM

FINAL
EXAM

Expectations
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What I expect of you


Attendance. I expect you to attend every class.
Participation. Strongly encouraged
Group work. Formed during the second week of
classes
What to expect from me
Lecture notes will be posted by Saturday of
each week
Exams will be based on text and lecture notes;
so even if we dont review it in the lecture, if it
is in the text, it is fair game
Available after class or by appt.
Use practical examples to highlight relevance
of theories

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QUESTIONS?

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CH 1: INTRODUCTION TO
OB

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Organizational Behavior
(OB)

The attitudes and behaviours of


individuals and groups in organizations
Why study OB?
Effective and competitive organizations
Help you to retain the people who came up
with the good ideas
Useful in any job, organization, industry,
anywhere

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Organizational Behavior
(OB)

OB theories have widespread


applications
Knowing these theories can help you to:

Evaluate solutions proposed by


consultants and managers
Solve new problems and adapt to new
situations
Stay current in your field

Evidence-based management is crucial

Evolution of OB
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Classical View (Early 1900s)


Attempts to prescribe the correct way to
manage an organization and achieve its
goals
High specialization of labour (each dept
tended to its own business, and decision
making was centralized)
Bureaucracy

Max Weber
Strict chain of command, detailed rules, high specialization,
centralized power, and selection and promotion based on
technical competence

Scientific Management

Frederick Taylor
Use of careful research to determine degree of specialization

Evolution of OB
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Human Relations Movement


Hawthorne Studies research conducted at
the Hawthorne plant of Western Electric in
the 1920s that examined how psychological
and social processes affect productivity
How physical environment affects
productivity
Effect of interest being shown in them
Advocates management styles that are more
participative and oriented towards employee
needs

Question
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Which approach (classical or human


relations) is better? Which approach
would you use?

Evolution of OB
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Where are we today???


The Contingency Approach

No one best way to manage


Management style depends on the
demands of the situation

What do Managers do?


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Mintzberg
Informational Roles: Ways the manager
receives and transmits information (e.g.,
attend workshop)
Interpersonal Roles: Establishing and
maintaining interpersonal relations (e.g.,
mentor, discipline)
Decisional Roles: Deal with decision
making (e.g,. conflicts)

Quiz Question
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The contingency approach to management


suggests that:
A) Management style depends on the demands
of the situation.
B) The best management style depends on the
size of the organization.
C) Management style makes no difference.
D) Management styles are constantly changing.
E) One management style should work for all
individuals.

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CONTEMPORARY
MANAGEMENT CONCERNS

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Focus on Quality, Speed,


and Flexibility

Intense competition has given rise to the


need for organizations to improve
quality, speed, and flexibility.
This requires a high degree of employee
involvement, commitment, and
teamwork.
Organizational behaviour is concerned
with these issues.

Recruitment and
Retention

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A major challenge facing organizations today is


the recruitment and retention of skilled
employees.
Canadian organizations face severe shortages of
labour in the coming years and many are
already having trouble hiring and retaining
employees.
Question: Why do you think this is the case?
Organizational behaviour can help companies
improve their recruitment and retention and
become an employer of choice.

Workplace Diversity
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More women in workforce and


professions
Different needs of Gen-X/Gen-Y and
baby-boomers
Diversity has advantages, but firms need
to adjust

Employee-Employer
Relationships

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Employability

Contingent work

New deal relationship


Continuously learn new skills
No contract for LT employment
Minimum hours of work vary

Consequences

Decreased trust, lower morale, decline in


job satisfaction, increased stress,
absenteeism on the rise

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QUESTIONS?

Summary
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OB has widespread applications


Evolution of OB
Classical
Human Relations
Contingency
Managers have different roles

Receive and transmit information


Interact with people
Make decisions

Contemporary Concerns

For Next Class


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Read chapters two and three


*** Remember your namecard ***

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