make a assignment based on submited documents page number 1 to 153

chapter13.pptx

Home >Business & Finance homework help >Operations Management homework help >make a assignment based on submited documents page number 1 to 153

How you earn your grade

Date	Assessment Item	Description	Weight
Ongoing	Class Participation	Participate in class/Zoom and 11 discussion forums (4 posts minimum in each week in discussions ) in summary you refer to the learning in the forums and activities)	10%
8 weeks	Weekly summaries APA formatted	Weekly summary including forums and assigned materials and application of learning	40%
Nov 10	Self assessment personality	Your OCEAN supported by other assessments	15%
Dec 6	Team project social media	The changing environment of business through social media	15%
Dec 16	Case exam	Case Study	20%
Total			100%

1 - ‹#›

Organizational Behaviour: Concepts, Controversies, Applications

Eighth Canadian Edition

Chapter 1

What Is Organizational Behaviour?

1 - ‹#›

If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:

1) MathType Plugin

2) Math Player (free versions available)

3) NVDA Reader (free versions available)

Organizational Behaviour and Organizations

Organizational behaviour

Studies what people think, feel, and do in and around organizations

Organizations

Groups of people who work interdependently toward some purpose

Collective entities

Collective sense of purpose

1 - ‹#›

Importance of OB

OB helps people in all jobs:

Comprehend and predict workplace events

Adopt more accurate personal theories

Influence organizational events

Vital to the organization’s survival and success

Predicts firm’s performance

Predicts hospital quality

OB concepts are positive screens in investment decisions

1 - ‹#›

People Skills

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

OB provides many concepts and theories to help you explain and predict the behaviour of people at work

Goal is to gain insights into people skills that you can use on the job

Design motivating jobs

Improve your listening skills

Create more effective teams

What Do We Mean by Organization?

A consciously coordinated social unit:

composed of a group of people

functioning on a relatively continuous basis

to achieve a common goal or set of goals

1 - ‹#›

LO2; Material pertinent to this discussion is found under “Defining Organizational Behaviour.”

An organization is a consciously coordinated social unit, composed of a group of people that functions on a relatively continuous basis to achieve a common goal or set of goals.

Manufacturing and service firms are organizations, and so are schools, hospitals, churches, military units, retail stores, police departments, volunteer organizations, start-ups, and local, state and federal government agencies. There are a variety of organizations that comprise the Canadian workplace.

The instructor might want to remind students that organizations can be located in the public sector or the private sector, they can be unionized or not, they can be publicly traded or they can be privately held. If they are publicly traded, senior managers typically are responsible to a board of directors, which may or may not take an active role in how the firm is run. The managers themselves may or may not own shares of the firm. If the firm is privately held, it may be run by the owners, or by managers who report to the owners. Firms can also operate in the for-profit or the non-profit sector. All of these facts, taken as a whole, should suggest that when one thinks of an organization, the likelihood that it is a “typical” organization is small.

OB Is for Everyone

Organizational Behaviour (OB) is relevant anywhere:

people come together and share experiences,

work on goals,

or meet to solve problems.

1 - ‹#›

LO2; Material pertinent to this discussion is found under “Defining Organizational Behaviour.”

Chapter Outline (3 of 4)

Challenges and Opportunities in the Canadian Workplace

Responding to Economic Pressures

Responding to Globalization

Understanding Workforce Diversity

Improving Customer Service

Improving People Skills

Working in Networked Organizations

Enhancing Employee Well-Being at Work

Creating a Positive Work Environment

Improving Ethical Behaviour

1 - ‹#›

Material pertinent to this discussion is found under “Snapshot Summary” at the end of the chapter.

Technological Change

Long history as a disruptive force in organizations

Effects of technological change

Higher productivity, but displaces employees/occupations

Alters work relationships and behaviour patterns

Improves health and wellbeing

Effects of information technology

Greater employee voice to executives

Less work-nonwork separation, less attention span, more techno-stress

1 - ‹#›

Emerging Employment Relationships

Due to technology, globalization, etc.

Longer hours, less work-nonwork separation

Work-life balance -- degree of conflict between work and nonwork demands

Remote work

Working at client sites (e.g. repair technicians)

Teleworking (telecommuting) – working from home

1 - ‹#›

Remote/Telework Benefits and Problems

1 - ‹#›

Remote/Telework Benefits

better work-life balance

valued work benefit

higher productivity

better for the environment

lower real estate costs for company

Remote/Telework Disadvantages

more social isolation, less co-worker interaction

less informal communication to help career advancement

lower team cohesion, weaker organizational culture

Remote work benefits depends on person, job, firm

Go into groups

Talk about the change from face to face student and working to online learning and isolation

1 - ‹#›

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

Larger markets, lower costs, more knowledge

Affects teamwork, diversity, cultural values, leadership

Increases work intensification, reduces job security

1 - ‹#›

Increasing Workforce Diversity

Surface-level vs. deep-level diversity

Consequences of diversity

Better team creativity/decisions, but slower team development

Easier to recognize/address community needs

Higher risk of dysfunctional conflict

Diversity is a moral/legal imperative

1 - ‹#›

Organizational Behaviour Anchors (1 of 2)

1 - ‹#›

Systematic research anchor

OB knowledge is built on systematic research

Evidence-based management

Many people don’t apply evidence-based management

Multidisciplinary anchor

Many OB concepts adopted from other disciplines

OB develops its own theories, but scans other fields

The Importance of Interpersonal Skills

1 - ‹#›

LO1; Material pertinent to this discussion is found under “Demonstrating the importance of OB.”

A recent survey of hundreds of workplaces, and over 200 000 respondents, showed that the social relationships among co-workers and supervisors were strongly related to overall job satisfaction. Positive social relationships also were associated with lower stress at work and lower intentions to quit. So, having managers with good interpersonal skills is likely to make the workplace more pleasant, which in turn makes it easier to hire and keep qualified people.

Recognition of the importance of developing interpersonal skills is closely tied to the need for organizations to get and keep high-performing employees.

Creating a pleasant workplace makes good economic sense.

Wages and benefits are not the main reasons people like their jobs or stay with an employer. Social relationships among co-workers and supervisors are strongly related to overall job satisfaction.

Defining Organizational Behaviour

A field of study that looks at the impact that individuals, groups, and structure have on behaviour within organizations

Its aim is to apply such knowledge toward improving organizational effectiveness

1 - ‹#›

LO2; Material pertinent to this discussion is found under “Defining Organizational Behaviour.”

Organizational Effectiveness

The ultimate dependent variable in OB

Goal attainment: Discredited view of effectiveness

Organizational effectiveness is a composite of four perspectives:

Open systems

Organizational learning

High-performance work practices (HPWP)

Stakeholder

1 - ‹#›

Intuition and Systematic Study (1 of 2)

Systematic study

Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence

Behaviour is generally predictable.

There are differences between individuals.

There are fundamental consistencies.

There are rules (written and unwritten) in almost every setting.

1 - ‹#›

LO3; Material pertinent to this discussion is found under “OB: Making Sense of Behaviour in Organizations.”

OB Looks at Consistencies

What is common about behaviour, and helps predictability?

Certainly there are differences among individuals.

Placed in similar situations, all people don’t act exactly alike.

However, there are certain fundamental consistencies underlying the behaviour of all individuals.

1 - ‹#›

LO5; Material pertinent to this discussion is found under “OB: Making Sense of Behaviour in Organizations.”

OB Has Few Absolutes

There are few simple and universal principles that explain organizational behaviour.

Human beings are very complex.

Humans are not alike, which limits the ability to make simple, accurate, and sweeping generalizations.

1 - ‹#›

LO5; Material pertinent to this discussion is found under “OB has few absolutes.”

OB Takes a Contingency Approach

Contingency approach: Considers behaviour within the context in which it occurs.

Depends on the situation

People are complex and complicated, so theories developed to explain their actions must also consider the context or situation

1 - ‹#›

LO5; Material pertinent to this discussion is found “OB has few absolutes.”

OB concepts must reflect situational or contingency conditions, and hence predictions about human behaviour are at best probabilistic, not absolute. That is, X is likely to lead to Y, but only under conditions specified in Z (the contingency variables).

Challenges and Opportunities

Dramatic changes in organizations

Understanding OB has never been more important for managers

Change has resulted in new employment options being offered or requested by employees

May depend on career timing or preferences

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

1 - ‹#›

Responding to Economic Pressures (1 of 2)

OB approaches may differ between good and bad times

In good times, focus is on rewards, satisfaction, and retention of employees

In bad times, issues such as stress, decision making and coping are important

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Continuing to Globalization (2 of 2)

Managers and employees must become capable of working with people from different cultures:

Multinational corporations are developing operations worldwide.

Companies are developing joint ventures with foreign partners.

Workers are pursuing job opportunities across national borders.

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Continuing to Globalization (1 of 2)

Some employers have outsourced jobs to other countries where labour costs are lower to remain profitable.

National borders no longer protect most firms from foreign competitive pressures.

Trading blocks (e.g., NAFTA and EU) reduce tariffs and barriers to trade

Internet has also enabled companies to become more globally connected

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Responding to Economic Pressures (2 of 2)

What is happening today How are economies and countries dealing differently with this crisis?

When times are bad, managers are on the front lines with employees who

may be terminated

may be asked to make do with less

worry about their future

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Understanding Workforce Diversity (1 of 2)

Workforce Diversity – recognizes the heterogeneous nature of employees in the workplace

Women and men

Many racial and ethnic groups

Individuals with a variety of physical or psychological abilities

People who differ in age, sexual orientation, and demographic characteristics

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Understanding Workforce Diversity (2 of 2)

Diversity Challenge – mix of generations such as Baby Boomers, Generation X, and Millennial groups

Due to different life experiences, bring different values and expectations to the workplace

Employees don’t set aside their cultural values and lifestyle preferences when they go to work

Need to accommodate diverse groups of people by addressing their different lifestyles, family needs, and work styles

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Customer Service

Majority of employees in developed countries work in service jobs (78 percent in Canada)

Substantial interaction with customers

OB can increase the success of these interactions by showing how employee attitudes and behaviour influence customer satisfaction

Management needs to create a customer-responsive culture

OB can provide guidance to help managers create such cultures – where employees are friendly, accessible , knowledgeable, and responsive, to please the customer

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Enhancing Employee Well-Being at Work

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Employees are increasingly complaining that the lines between work and private life have blurred.

has led to more personal conflicts and stress.

Why?

Creation of global organizations; the world never sleeps

Communication technology; people bring work home

Organizations are asking employees to work longer hours

Organizations must help employees strike a balance or risk losing key employees and future candidates.

Social Media

Organizations struggle with employee use of social media

Employees have been fired for inappropriate tweeting

Recruitment practices can be influenced by social media

Access to social media throughout the day can influence employee mood and thus performance

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Working in Networked Organizations

Allow people to communicate and work together even though they may be located elsewhere

Manager’s job is different in these organizations

Motivating and leading people, making collaborative decisions online requires different techniques

Managers and employees need to develop new skills

OB can provide insights to help with honing those skills

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Creating a Positive Work Environment

Positive Organizational Scholarship

An area of OB research that focuses on how organizations develop human strength, foster vitality and resilience, and unlock potential.

This approach challenges researchers and companies to look at OB through a new lens.

Focus is placed on how to exploit employee strengths rather than dwelling on their limitations.

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Improving Ethical Behaviour

1 - ‹#›

LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”

Ethical Dilemmas and Ethical Choices

Required to identify right and wrong conduct

Pressured to cut corners, break rules, engage in other questionable practices

Ethics

The study of moral values or principles that guide our behaviour

Inform us whether actions are right or wrong

Help us “do the right thing”

A Basic OB Model (2 of 3)

1 - ‹#›

LO7; Material pertinent to this discussion is found under “Coming Attractions: Developing an OB Model”

Inputs are variables such as personality, group structure, and organizational culture that lead to processes

Often determined in advance of the employment relationship

Processes are actions that individuals, groups, and organizations engage in as a result of inputs that lead to certain outcomes

Individual level – emotions and moods, motivation, perception, decision making

Group level – communication, leadership, power and politics, conflict and negotiation

Organizational level – change practices

A Basic OB Model (3 of 3)

Outcomes are key variables that you want to explain or predict

Individual level – attitudes and stress, task performance, organizational citizenship behaviour, and withdrawal behaviour

Group level – group cohesion and functioning

Organizational level – overall productivity, profitability, and survival

1 - ‹#›

LO7; Material pertinent to this discussion is found under “Coming Attractions: Developing an OB Model”

OB at Work: For Managers

1 - ‹#›

This material is found at the end of the chapter.

Resist the inclination to rely on generalizations; some provide valid insights into human behaviour, but many are erroneous.

Use metrics and situational variables rather than “hunches” to explain cause-and-effect relationships.

Work on your interpersonal skills to increase your leadership potential.

Improve your technical skills and conceptual skills through training and staying current with organizational behaviour trends such as big data.

OB can improve your employees’ work quality and productivity by showing you how to empower your employees, design and implement change programs, improve customer service, and help your employees balance work-life conflicts.

Activity with 4 others in the class

To prepare Consider the skills outlined in the “Competing Values Framework” on pages 32–35 to develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20 minutes.

Using the skills listed in the Competing Values Framework, identify the 4 skills that you think all managers should have.

Identify the 4 skills that you think are least important for managers to have.

Share and form group to discuss

In groups of 4, reach a consensus on the most-needed and least-needed skills identified in “Reinforcing Steps” on page 35, Steps 1 and 2.

Using Exhibit 1-7, determine whether your “ideal” managers would have trouble managing in some dimensions of organizational demands.

1 - ‹#›

From Concept to Skills

In groups of 4 Activity with 4 others in the class

To prepare Consider the skills outlined in the “Competing Values Framework” on pages 32–35 to develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20 minutes.

Using the skills listed in the Competing Values Framework, identify the 4 skills that you think all managers should have.

Identify the 4 skills that you think are least important for managers to have.

In groups of 4, reach a consensus on the most-needed and least-needed skills identified in “Reinforcing Steps” on page 35, Steps 1 and 2.

Using Exhibit 1-7, determine whether your “ideal” managers would have trouble managing in some dimensions of organizational demands.

1 - ‹#›

This material is found at the end of the chapter.

Competing Values Framework (1 of 2)

1 - ‹#›

This material is found at the end of the chapter.

Competing Values Framework (2 of 2)

Internal-External Dimension

Inwardly, toward employee needs and concerns and/or production processes and internal systems – or –

Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future

Flexibility-Control Dimension

Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services – or –

Controlling or stable, maintaining the status quo, and exhibiting less change

1 - ‹#›

This material is found at the end of the chapter.

Skills for Mastery in the New Workplace

1 - ‹#›