CT IO N T O T H E F IE LD O F

INTRODU S
A T IO NA L B E H A V IO U R
ORGANIZ
CHAPTER 1
COURSE OUTCOMES

•IDENTIFY THE CONTEMPORARY DEVELOPMENTS FACING ORGANIZATIONS IN

THE FIELD OF ORGANIZATIONAL BEHAVIOUR
LEARNING OUTCOMES
 WHAT ARE ORGANIZATIONS

GROUPS OF PEOPLE WHO WORK INTERDEPENDENTLY TOWARD

SOME PURPOSE
ORGANIZATION FEATURES

1. COLLECTIVE ENTITIES: CONSIST OF

EMPLOYEES INTERACTION WITH OTHERS IN
ORGANIZED WAY

2. COLLECTIVE SENSE OF PURPOSE: EMPLOYEES

AND MANAGER SHARE THE SAME MISSION AND
VISION OF THE ORGANIZATION
ORGANIZATIONAL BEHAVIOUR ( DEFINITION )

STUDY OF WHAT PEOPLE THINK, FEEL, DO IN AND AROUND

ORGANIZATIONS
WHY STUDY OB…(PAGE 6 – 8)
DETAILS ON WHY STUDY OB
OB IS FOR EVERYONE

REALITY:
Employees are expected to
manage themselves and
work effectively
OB AND THE BOTTOM LINE

OB PRACTICES IMPROVE THE ORGANIZATION’S SURVIVAL AND

SUCCESS THROUGH EMPLOYEE-ENGAGEMENT ( REWARD,
RECOGNITION, STAFF INVOLVEMENT & TRAINING )
ORGANIZATIONAL LEARNING

HOW DID THE ORGANIZATIONS ACHIEVE

THEIR INCREDIBLE SUCCESS?
ORGANIZATIONAL LEARNING PERSPECTIVE

KNOWN AS “KNOWLEDGE MANAGEMENT” THAT ORGANIZATION

VIEWS ITS KNOWLEDGE AS THE MAIN DRIVER OF COMPETITIVE
ADVANTAGE TO REMAIN ITS SURVIVAL AND SUCCESS
INTELLECTUAL CAPITAL

•KNOWN AS “STOCK OF KNOWLEDGE” / “RESOURCE”

•EXIST IN 3 FORMS : ( 1 ) HUMAN CAPITAL ;
( 2 ) STRUCTURAL CAPITAL ;
( 3 ) RELATIONSHIP CAPITAL
FORMS OF INTELLECTUAL CAPITAL

HUMAN CAPITAL:
• Knowledge, skills and abilities
among employees
HUMAN
• Provides economic value to
CAPITAL organization
• Rare and difficult to imitate
• Not easily be replaced by technology
FORMS OF INTELLECTUAL CAPITAL
FORMS OF INTELLECTUAL CAPITAL
ORGANIZATIONAL LEARNING PROCESSES

KNOWLEDGE
STORAGE

• Holding
knowledge for
later retrieval
• Stock of
knowledge
• Organizational
memory
DETAILS ON ORGANIZATIONAL LEARNING
PROCESSES

KNOWLEDGE ACQUISITION:
KNOWLEDGE
•Extracting information and ideas from
ACQUISITION external environment.
 DETAILS ON ORGANIZATIONAL LEARNING
PROCESSES

KNOWLEDGE SHARING:
KNOWLEDGE •Distribute knowledge to others across the
SHARING organization.

KNOWLEDGE USE:
KNOWLEDGE
•Applying knowledge that provide added value
USE to organization and stakeholders.
DETAILS ON ORGANIZATIONAL LEARNING
PROCESSES

KNOWLEDGE STORAGE:

•One way to store knowledge is by

motivating employees to stay
employed with the company.
ORGANIZATIONAL MEMORY & UNLEARNING

•REFERS TO STORAGE AND PRESERVATION OF INTELLECTUAL

CAPITAL

•BUT, EFFECTIVE ORGANIZATION ALSO UNLEARN SOME ROUTINES

AND PATTERN OF BEHAVIOUR IN STORING KNOWLEDGE ( EG:
DYSFUNCTIONAL POLICIES OR PROCEDURES ) THAT ARE NO
LONGER APPROPRIATE
 HOW DO ORGANIZATIONS RETAIN
INTELLECTUAL CAPITAL

•3 WAYS TO RETAIN INTELLECTUAL CAPITAL:

•KEEPING KNOWLEDGEABLE EMPLOYEES
•SYSTEMATICALLY TRANSFER KNOWLEDGE TO OTHER
EMPLOYEES

•TRANSFER KNOWLEDGE TO STRUCTURAL CAPITAL

 VALUES, ETHICS AND CSR
•VALUES:
HELP US TO KNOW WHAT IS RIGHT OR WRONG, OR GOOD OR BAD IN THE
WORLD.
STABLE FOR MOST OF THE TIME.

•ETHICS:
MORAL PRINCIPLES OR VALUE THAT DETERMINE WHETHER ACTIONS RIGHT OR
WRONG AND OUTCOMES GOOD OR BAD.

•CSR:
ORGANIZATIONAL ACTIVITIES INTEND TO BENEFIT SOCIETY AND ENVIRONMENT
BEYOND COMPANY FINANCIAL INTERESTS OR LEGAL OBLIGATIONS.
IMPORTANCE OF VALUES
1. AS A GUIDE FOR EMPLOYEE DECISIONS AND ACTIONS
2. AS AN AWARENESS OF THAT EACH PERSON HOLD DIFFERENT
VALUES

3. AS AN EMPHASIZED TO ORGANIZATION ESPECIALLY ON

APPLYING ETHICAL VALUES DURING PERFORMING THE
BUSINESS OPERATION
CONTEMPORARY DEVELOPMENTS FACING
ORGANIZATIONS
 TECHNOLOGY CHANGE

•TECHNOLOGY CHANGE HAS ALWAYS •INFORMATION TECHNOLOGY – ONE OF

BEEN A DISRUPTIVE FORCE IN THE SIGNIFICANT FORMS OF
ORGANIZATIONS, AS WELL AS IN TECHNOLOGICAL CHANGE.
SOCIETY.
•SOCIAL MEDIA REPLACING EMAIL.
•OTHER TECHNOLOGIES, SUCH AS THE
TELEGRAPH, SMARTPHONE, INTERNET •CREATED CHALLENGES – TECHNO
IMPROVE PRODUCTIVITY BUT MORE STRESS.
PROFOUNDLY ALTER OUR
RELATIONSHIPS AND PATTERNS OF
BEHAVIOUR.
 GLOBALIZATION
ECONOMIC, SOCIAL, AND CULTURAL CONNECTIVITY WITH OTHER
PARTS OF THE WORLD / ORGANIZATION ACTIVELY PARTICIPATE IN
OTHER COUNTRIES AND CULTURES.
BENEFIT OF GLOBALIZATION
•NEW ORGANIZATIONAL STRUCTURES
•DIFFERENT FORMS OF COMMUNICATION
•MORE DIVERSE WORKFORCE
•PROVIDE LARGER MARKETS
•LOWER OPERATION COSTS
•GREATER ACCESS TO KNOWLEDGE AND INNOVATION
INCREASING WORKFORCE DIVERSITY
 WORKFORCE DIVERSITY: PRIMARY
DIMENSION

•PRIMARY DIMENSION/SURFACE-LEVEL DIVERSITY

DEMOGRAPHIC OR PHYSIOLOGICAL DIFFERENCES IN PEOPLE
(EG: RACE, ETHNICITY, GENDER, AGE)
 WORKFORCE DIVERSITY: SECONDARY
DIMENSION
•SECONDARY DIMENSION/DEEP-LEVEL DIVERSITY
PSYCHOLOGICAL CHARACTERISTICS OF EMPLOYEES (EG: BELIEFS AND ATTITUDES)

POPULAR EXAMPLE:
1) BABY BOOMERS (1946-1964) – NOT SIGNIFICANTLY VALUE EXTRINSIC REWARD
2) GENERATION-X (1965-1980) – NOT SIGNIFICANTLY VALUE SOCIAL INTERACTION
3) MILLENNIALS/GENERATION-Y (BORN AFTER 1980)

MILLENNIALS GENERATION EXPECT RAPID CAREER ADVANCEMENT ON SELF PROMOTION,

PAY INCREASES.
MILLENNIALS ARE MORE SELF-CONFIDENT, ARE MORE NARCISSISTIC (SELF-CENTERED) AND
HAVE LESS WORK CENTRALITY
CONSEQUENCES OF WORKFORCE DIVERSITY

PRO CON

•PROVIDE VARIETY OF •DIVERSE TEAMS TAKE TIME TO

PERFORM EFFECTIVELY
KNOWLEDGE TO EMPLOYEES
•SOURCE OF CONFLICT LEAD TO LESS
•TEAMS MAKE BETTER INFORMATION SHARING
DECISIONS ON COMPLEX
•INCREASE MORALE PROBLEMS AND
PROBLEMS
TURNOVER AMONG EMPLOYEES
 EMERGING EMPLOYMENT RELATIONSHIP

WORK LIFE BALANCE EMPLOYABILITY CONTINGENT WORK

EMPLOYEE ABILITY MANAGER EXPECT EACH NO CONTRACT FOR

EMPLOYEE ABLE TO
TO MINIMIZE PERFORM VARIETY OF LONG-TERM
CONFLICT TASK AND EMPLOYMENT, OR
BETWEEN WORK CONTINUOUSLY MINIMUM HOURS OF
LEARNING ANY SKILLS
AND FAMILY. WORK.
TO KEEP THEM
EMPLOYED
 EMERGING EMPLOYMENT RELATIONSHIP:
VIRTUAL WORK
TYPES:
TELECOMMUTING / TYPES:
DEFINITION
TELEWORK VIRTUAL TEAMS

TEAMS OPERATE
EMPLOYEES USING WORKING FROM
ACROSS SPACE,
IT TO PERFORM HOME WITH
AND TIME USING
THEIR JOBS AWAY INTERNET
FROM PHYSICAL ELECTRONIC
CONNECTION
WORKPLACE TECHNOLOGIES
 ▪REDUCE EMPLOYEES STRESS.
▪IMPROVE EMPLOYEE’S WORK-LIFE
ADVANTAGES OF
BALANCE.
VIRTUAL WORK
▪REDUCE TIME LOST THROUGH
COMMUTING TO THE OFFICE.

▪IMPROVES EMPLOYEES
PRODUCTIVITY.

▪REDUCED OFFICE SPACE

REQUIREMENTS.
▪FAMILY RELATIONS MAY SUFFER
THROUGH SUFFICIENT SPACE DISADVANTAGES OF
AND RESOURCES FOR A HOME VIRTUAL WORK
OFFICE.

▪SOCIAL ISOLATION
▪REDUCED PROMOTION
OPPORTUNITIES WHEN
EMPLOYEES WORK AWAY FROM
OFFICE
END OF CHAPTER 1