You are on page 1of 28

COMMERCE 2BA3

ORGANIZATIONAL
BEHAVIOUR
Class 1
O.B. Introduction, Definition, History


Dr. Christa Wilkin
1
Agenda
Introductions
Icebreaker
Course overview
Introduction to OB
Contemporary management concerns

2
Introductions
About your instructor
PhD from Mac
CHRP (certified human resources professional)
Experience in HR; taught 2BA3 last spring
3
Icebreaker
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
4
Course Overview
Text available at the McMaster Bookstore:
Organizational Behaviour: Understanding and
Managing Life at Work (8
th
Edition), by Gary
Johns and Alan Saks (Prentice Hall)
New: ~ $130.75 Used: ~ $98.10



Format:
Combination of lectures and in-class exercises
5
How to find me
Contact info:
Email: AustinCL@mcmaster.ca
Website:
http://www.business.mcmaster.ca/courses/com2BA3/au
stincl/
Office phone: 525-9140 x 26167
Office hours: By appointment

6
How to Find Your TA...
Chun-Hsiao (Darren) Wang
E-mail: wangc28@mcmaster.ca
Office phone: 905-525-9140 ext. 26359
7
Grading
Group Assignment (25%) due week 6
Random assignment to group of 3 to 4
Watch movie and apply three OB theories
Mid-term (35%) in week 4
Multiple-choice questions
Final exam (35%) in week 7
Same format as mid-term
Participation (5%)
Demonstrate engagement with the course
material

8
Course Topics
Ch 1: O.B. Introduction, Definition, History
Ch 2: Personality & Learning
Ch 3: Perception, Attribution, Judgment
Ch 4: Values, Attitudes & Work Behaviour
Ch 5: Theories of Work Motivation
Ch 6: Motivation in Practice
Ch 7: Groups and Teamwork
Ch 8: Influence, Socialization, Culture
Ch 9: Leadership

Ch 10: Communication
Ch 11: Decision Making
Ch 12: Power, Politics and Ethics
Ch 13: Conflict & Stress
Ch 14: Organizational Structure
Ch 15: Environment, Strategy, Technology
Ch 16: Change, Development, Innovation


MID-TERM
FINAL
EXAM
9
Expectations
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


10
QUESTIONS?
11
CH 1: INTRODUCTION TO
OB
12
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
13
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
14
Evolution of OB
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

15
Evolution of OB
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

16
Question
Which approach (classical or human relations)
is better? Which approach would you use?
17
Evolution of OB
Where are we today???
The Contingency Approach
No one best way to manage
Management style depends on the demands of
the situation
18
What do Managers do?
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)

19
Quiz Question
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.
20
CONTEMPORARY
MANAGEMENT CONCERNS
21
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.

22
Recruitment and Retention
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.

23
Workplace 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

24
Employee-Employer
Relationships
Employability
New deal relationship
Continuously learn new skills
Contingent work
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
25
QUESTIONS?
26
Summary
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

Quality,
speed,
flexibility
Recruitment
and
Retention
Workplace
diversity
Employment
relationship
27
For Next Class
Read chapters two and three
*** Remember your namecard ***
28