Professional Documents
Culture Documents
Introduction
to the Field of
Organizational Behavior
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AB InBev
By applying high performance work practices and other
organizational behavior strategies, AB InBev has
become one of the worlds most successful companies.
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Globalization
Economic, social, and cultural connectivity with people
in other parts of the world
Due to better information technology and
transportation systems
Effects of globalization on organizations
Expands markets, lower costs, increases knowledge
Affects teamwork, diversity, cultural values, leadership
Increases competitive pressures and work intensification
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Emerging Employment Relationships
Due to technology, globalization, etc.
Longer hours, less work-nonwork separation
Worklife balance: degree of conflict between work
and nonwork demands
Remote work
Working at client sites (e.g. repair technicians)
Telecommuting (teleworking) working from home
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Telecommuting Benefits and Problems
Telecommuting benefits
Better worklife balance
Valued as a work benefit
Higher productivity
Better for the environment
Lower real estate costs for company
Telecommuting disadvantages
Less connection with coworkers, more social isolation
Less informal communication to help an individuals career
Lower team cohesion, weaker organizational culture
Several employee, job, and company contingencies
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Increasing Workforce Diversity
Surface-level versus deep-level diversity
Consequences of diversity
Better team creativity and decisions, but slower team
development
Easier to recognize and address community needs
Higher risk of dysfunctional conflict
Diversity is a moral and legal imperative
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Organizational Behavior Anchors (1 of 2)
Systematic research anchor
OB knowledge is built on systematic research
Evidence-based management
- Not many use
Multidisciplinary anchor
Many OB concepts adopted from other disciplines
OB develops its own theories, but scans other fields
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Organizational Behavior Anchors (2 of 2)
Contingency anchor
A particular action may have different consequences in
different situations
Need to diagnose the situation to choose best action
Multiple levels of analysis anchor
Individual, team, organizational level of analysis
OB topics usually relevant at all three levels of analysis
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Organizational Effectiveness
The ultimate dependent variable in OB
Goal attainment: discredited view of effectiveness
Organizational effectivenesscomposite of four
perspectives
Open systems
Organizational learning
High-performance work practices (HPWP)
Stakeholder
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Open Systems Perspective (1 of 2)
Organizations are complex systems that live within
and depend on the external environment
Effective organizations:
Maintain a close fit with changing conditions
Transform inputs to outputs efficiently and flexibly
Foundation for the other three organizational
effectiveness perspectives
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Open Systems Perspective (2 of 2)
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Organizational Learning Perspective
An organizations capacity to acquire, share, use, and
store valuable knowledge
Consider both the stock and flow of knowledge
Stock: intellectual capital
Flow: acquisition, sharing, use, and storage processes
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Organizational Learning Processes
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High-Performance Work Practices
Workplace practices that enhance human capital
Most cited HPWPs (best when bundled together)
1. Employee involvement
2. Job autonomy
3. Competence development (hire, training)
4. Performance- and skill-based rewards
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Corporate Social Responsibility at MTN
At MTN Group, Africas largest mobile (cell) phone company,
employees help the local community and the environment
through the companys award-winning 21 Days of Yello Care
program. This photo shows MTN employees installing solar
panels at a rural school in Rwanda.
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Stakeholders and CSR
Stakeholder perspective includes corporate social
responsibility (CSR)
Benefit society and environment beyond the firms immediate
financial interests or legal obligations
Organizations implicit contract with society
Triple bottom line
Economy, society, environment
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Integrative Model of OB
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Appendix 2 Integrative Model of OB
Organizational Inputs and Processes are organizational structure, culture, technology,
change and strategy, as well as human resource practices
Individual Inputs and Processes include personality, values, competencies, self-
concept, perceptions, mindset, emotions, attitudes, self-leadership
Team, Interpersonal Inputs and Processes include the same as individual ones:
personality, values, competencies, self-concept, perceptions, mindset, emotions,
attitudes, self-leadership
The Individual Outcomes from Individual Inputs and Processes are behavior,
performance, organizational citizenship, well-being (low distress), and decisions or
creativity.
The Team or Interpersonal Outcomes from Team or Interpersonal Inputs and Processes
are team performance, team decisions, collaboration or mutual support, and social
networks.
Both Individual and Team or Interpersonal Outcomes lead to Organizational Outcomes
(Effectiveness), which are an open systems fit, organizational learning, human capital
development (H P W Ps), and satisfied stakeholders and or ethical conduct.
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