Organisational behaviour
Keer49
ORGB2810-Chapter1-Online1.pptxChapter 1
Organizational Behaviour and Management
Based on: Johns and Saks “Organizational Behaviour – Understanding and Managing Life at Work”
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ABOUT THIS SLIDESHOW
Yellow-gradient background – New Section
There are links on some slides that will take you to either articles or videos on the topic at hand.
There are notes for most slides that can be read when the slideshow is in edit mode (the mode it is in when you are creating content). You may need to click the word ‘Notes’ at the bottom and then click and drag the bottom to see the notes section. You can also see the notes if you go to print mode and print slides with notes. (Refer to the next slide for clarification)
I’ve included a couple of links to the online textbook for more information about the topic at hand – you will see them in a box with a green background
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NOTES SECTION
Question
What do you know about this class (OB)?
Nothing, I was required to take it.
A bit, it’s about people at work, right?
I know exactly what you are going to cover, that is why I signed up.
Some of you might not have an idea what this course is about while others might have a fairly good idea. Regardless of what you know about the course, you ALL KNOW ABOUT THE TOPIC ALREADY. If you have ever worked a paying job. If you have ever worked for free. If you have every had a group project or assignment. If you have ever interacted with people in general, you know about OB. A lot of the topics of OB are encountered on a daily basis. OB just applies these topics to the workplace.
What motivates people? What makes a great leader? What role does culture play in the workplace? How do my values impact my decisions? Why do some groups perform better than others? How does my mood impact my work?
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Learning Objectives
Define organizations and describe their basic characteristics.
Explain the concept of organizational behaviour and describe the goals of the field.
Define management and describe what managers do to accomplish goals.
Contrast the classical viewpoint of management with that advocated by the human relations movement.
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Describe the contingency approach to management.
Explain what managers do – their roles, activities, agendas for action, and thought processes.
Describe the four contemporary management concerns facing organizations and how they relate to OB.
Learning Objectives (continued)
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This Section
We start off with some definitions of terms like:
Organizations
Organizational Behaviour
Human Resource Management
Then move into what you know about OB
Why OB is important
The goals of OB
What Are Organizations?
Organizations are social inventions for accomplishing common goals through group effort.
Ex. Kamloops Blazers, Boys and Girls Club, Wal-Mart
3 Key characteristics of organizations:
Social inventions
Goal accomplishment
Group effort
The Kamloops Blazers hockey club is an example of an organization because it is composed of many people (social invention), with many goals such as winning games (goal accomplishment), through group effort (people working together interdependently).
Note: An organization doesn’t have to have the goal of making money.
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Social Inventions: 1st characteristic of organizations
An essential characteristic of organizations is the coordinated presence of people, not things.
Some organizations have a lot of ‘things’ (buildings, inventory, etc.), while others don’t (outsource)
The field of organizational behaviour is about understanding people and managing them to work effectively.
TRU: Lots of people (staff & faculty)
With the rise in the internet, there are many organizations that exist without the presence of ‘things’. PEOPLE are the key.
TRU is a social invention: Many people work at TRU in a number of different capacities.
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Goal Accomplishment: Second characteristic of organizations
All organizations have goals. (win games, empower and mentor youth, sell items, etc.)
The field of organizational behaviour is concerned with how organizations can survive and adapt to change.
Certain behaviours are necessary for survival and adaptation
Innovation and flexibility (important)
What is TRU’s goal (or goals)?
The goal of the Kamloops Blazers might be to win hockey games. The goal of the Boys and Girls Club might be to empower and mentor youth. The goal of WalMart might be to sell items and make a profit. These goals don’t have to be driven by profit, but they must exist to help guide the organization to achieve what could be considered the only common goal of all organizations, SURVIVAL.
TRU might have a number of goals, depending upon who you ask. Based on the cost of tuition and parking rates, some would argue that making money is the main goal of TRU. Others might argue that its main goal is to enhance human capital (increase learning and knowledge).
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Group Effort: Third characteristic of organizations
Organizations are based on group effort – the interaction and coordination among people to accomplish goals.
Much of the work done in organizations is performed by groups.
The field of organizational behaviour is concerned with how to get people to practise effective teamwork.
Interaction and coordination are the key here. There exists an interdependence between people at work. The organization doesn’t function if people aren’t interacting to some level.
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Question
How much does who you work with impact how much you like your job?
LOTS
Some
Not at all
Depends
Here are a few more OB questions.
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What Is Organizational Behaviour?
Organizational Behaviour: The attitudes and behaviours of individuals and groups in organizations.
Concerned with: Job satisfaction, commitment, motivation, leadership, culture, teamwork, etc.
An understanding of OB is essential to effective HRM and valuable to the rest of your working life
Does Job Satisfaction lead to better performance?
I would argue that not only is an understanding of OB valuable for the rest of your WORKING life, it is valuable for the rest of your life in GENERAL.
The question “Does job satisfaction lead to better performance?” can be answered in a few different ways. Some would argue YES – the happier I am, the more productive I am. (Research supports this). Others could argue NO – I might be happy/satisfied because I can sit around and do nothing at work.
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What Is Human Resources Management?
HRM: Programs, practices, and systems to acquire, develop, motivate, and retain employees in organizations.
Recruitment, selection, compensation, and training and development are common human resources practices.
Understanding OB helps a lot!
Ex. When is commission an effective form of compensation? What type of person is best suited for a customer service position?
Given that OB helps us with Human Resources, it is important to understand what Human Resources is.
The example of COMPENSATION is a good one for how OB impacts HR. “If I want you to work harder, would money be a good incentive?” Developing and administering compensation plans are a part of HR. However, understanding what motivates people is an OB topic. Some people might need money desperately, so money works. Others might already be paid well, and maybe they want time off or some other form of recognition. Others may want money, but they can’t perform at the level necessary to get the money. All of these are OB issues.
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Why Study Organizational Behaviour?
Organizational behaviour:
Is Interesting. It’s about people and human nature, and explains the success and failure of organizations.
Is Important. It has a huge impact on managers, employees, and consumers.
Makes a difference. It affects individuals’ attitudes and behaviour as well as the competitiveness and effectiveness of organizations.
OB is relatable.
Interesting: This is the main reason I continued to study the topic. We all have stories about work or school that apply to these topics. Maybe you worked somewhere (or at home) for minimum wage (or commission) and you worked with people you liked (or hated) and you had a good (bad) boss and your job was exciting (boring), etc. All of these things are part of OB.
Important / Makes a difference: How important do you think it is for an organization to have motivated people, who like their coworkers, who are satisfied and committed, who are willing to help the organization above what is required, who respect their boss, and who want the best for the organization? Imagine the opposite.
I would argue that OB is the MOST RELATABLE COURSE YOU WILL TAKE. Everyone deals with people so everyone can learn from this course and everyone can contribute.
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How Much Do You Know About Organizational Behaviour?
TRUE OR FALSE
Effective leaders tend to possess identical personality traits.
Nearly all workers prefer stimulating, challenging jobs.
3. Managers have a very accurate idea about how much their peers and superiors are paid.
1 – Some might argue that good leaders possess similar traits. Others will argue that some traits are good in some situations and other traits are good in other situations.
2 – Most do, but if you were a full-time student with a busy social life, wouldn’t it be nice to go to work and have it be relaxing and easy?
3 – Depends. It has been shown that if they don’t know, they will make up an amount and that they are often wrong in interesting ways.
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How Much Do You Know About Organizational Behaviour? (continued)
TRUE OR FALSE
Workers have a very accurate idea about how often they are absent from work.
Pay is the best way to motivate most employees and improve job performance.
Women are just as likely to become leaders in organizations as men.
4 – It has been shown that most of a decent idea of how often they are absent, but when they report they tend to be biased and report less absences than the actual amount.
5 – Depends on the situation. If you were starving, pay would motivate because it can be exchanged for food. If you were rich, maybe some time off would be more motivational.
6 – Probably not, due to many different reasons, but research has shown that they are probably more effective leaders in most instances.
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How Much Do You Know About Organizational Behaviour? (continued)
We can probably come up with justification for either true or false for every statement.
Common sense develops through unsystematic and incomplete experiences with organizational behaviour.
Management practice should be based on informed opinion and systematic study.
A HUGE problem with this course and these topics is that everyone thinks they already know the answers. It seems like common sense. As a result, they make assumptions and jump to conclusions about what should be done. This can cause problems.
The argument here is that management practices should be based on INFORMED OPINION AND SYSTEMATIC STUDY. Look at the research and understand the variables at work and you’ll end up making better decisions.
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Goals of Organizational Behaviour
The field of organizational behaviour has three commonly agreed-upon goals:
Predicting organizational behaviour and events.
Explaining organizational behaviour and events in organizations.
Managing organizational behaviour.
If I can predict when something is likely to happen and I can also explain why it is happening, then I can hopefully manage it.
As an example of the difference between predict and explain, MANY years ago people could predict that the sun would go up and down, but they couldn’t explain why.
Another example: Imagine if your employees always left early on Tuesdays (Predict). You looked into it and found out that every Tuesday evening there was a social gathering that required people to leave early (Explain). You might now be able to take action in order to either correct or accommodate that situation. Had you not known why people were leaving, you might not be able to come up with a solution that managed the issue.
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Management
Management: the art of getting things accomplished in organizations through others.
If behaviour can be predicted and explained, it can often be managed.
Prediction and explanation – analysis
Management – action
Ex. If I can predict that a large percentage of students will skip class and I can explain why, then I should be able to do something to change it.
Effective management involves evidence-based management.
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Evidence-Based Management
EBM: Involves translating principles based on the best scientific evidence into organizational practices.
Rather than personal preference and unsystematic experience.
The use of evidence-based management is more likely to result in the attainment of organizational goals.
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Early Prescriptions Concerning Management
The Original Question was: How do you manage your workforce in order to achieve organizational goals?
The following are/were attempts to prescribe the “correct” way to manage an organization and achieve its goals.
Two basic phases to this prescription:
The classical view and bureaucracy
The human relations view
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The Next Few Slides
I just wanted to summarize the next few slides so you know what is important.
The scientific method and bureaucracy were all about treating people like cogs in a machine. They designed work without thinking about the ‘human’ aspect. As a result, jobs were boring and had little autonomy.
The human relations view is basically the reverse
The 3rd view – Contingency View – simply says that the situation will determine how to manage your workforce
This slide is almost all of what I want you to get from the next few slides. Just come away with a rough understanding of what the each view is about and realize that the third view (Contingency) is where we end up. Hard to agree with a view that says, “It Depends”
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The Classical View
The classical view advocates
high degree of specialization of labour
What is specialization of labour?
intensive coordination
centralized decision making
To maintain control, it suggests that managers have fairly few workers, except for lower-level jobs where machine pacing might substitute for close supervision. (high supervision)
Specialization: concentrating in one particular area or one job and only doing that job in order to become really good at it (but you wouldn’t be good at anything else). By specializing, you wouldn’t have to know a lot about many things and this would cut down on training. You could employ uneducated people and give them one specific job (ex. attach a few bolts, sew on a few buttons)
Centralized Decision Making: People at the top of the organization have the power to make decisions while lower level employees aren’t allowed to make many decisions at all. They need to ask their bosses.
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Scientific management is Frederick Taylor’s system for using research to determine the optimum degree of specialization and standardization of work tasks.
Mainly concerned with job design and the structure of work on the shop floor.
Used Steel Industry in 1880’s and 1890’s
Use research to determine the optimum degree of specialization and standardization.
Neglects the ‘Human’ element
Scientific Management treats people like cogs in a machine. At this point they didn’t take into account how people feel about their work or the working conditions, etc.
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Bureaucracy
In response to seeing organizations run using favoritism, tradition, family ties, informal structure, etc.
Bureaucracy is Max Weber’s ideal type of organization that includes:
Strict chain of command (Legal-Rational Authority)
Selection and promotion criteria based on technical competence
Detailed rules, regulations, and procedures
High specialization
Centralization of power at the top of the organization
Does this all sound bad?
We’ll talk about chain-of-command later.
The chain of command is the line of authority and responsibility along which orders are passed within a unit and between different units. In more simple terms, the chain of command is the succession of leaders through which command is exercised and executed
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Bureaucracy (continued)
Bureaucracy would:
standardize behaviour in organizations
provide workers with security and a sense of purpose
The classical view of management seemed to take for granted an essential conflict of interest between managers and employees.
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The Human Relations Movement and a Critique of Bureaucracy
The human relations movement began with the famous Hawthorne Studies of the 1920s and 1930s conducted at the Hawthorne plant of Western Electric.
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The Hawthorne Studies
Concerned with the impact of fatigue, rest pauses, and lighting on employee productivity.
Showed how psychological and social processes affect productivity and work adjustment.
Suggested there could be dysfunctional aspects to how work was organized.
One sign was resistance to management through strong informal group mechanisms such as norms that limited productivity.
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Critique of Bureaucracy
The human relations movement called attention to certain dysfunctional aspects of classical management and bureaucracy and noted several problems:
Employee alienation
Limits innovation and adaptation
Resistance to change
Minimum acceptable level of performance
Employees lose sight of the overall goals of the organization
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The Human Relations Movement
Advocated more people-oriented and participative styles of management that catered more to the social and psychological needs of employees.
The movement called for:
More flexible systems of management
The design of more interesting jobs
Open communication
Employee participation in decision making
Less rigid, more decentralized forms of control
This movement takes the needs of people into account when designing jobs. They want to make jobs more interesting and give employees more flexibility and authority. We will discuss this later, but by doing this you are making the jobs more ‘intrinsically’ motivating.
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Contemporary Management – The Contingency Approach
Contingency Approach helps reconcile the CLASSICAL and the HUMAN RELATIONS
Management approaches need to be tailored to fit the situation.
The complexity of human behaviour means that an organizational behaviour text cannot be a “cookbook.”
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QUESTIONS
Somebody asks you to help them move. Do you help them?
You need to go to the store. Do you drive or walk?
You hate your job. Do you quit?
Much like the simple questions above, you need to know a number of different variables before making a decision as to how to manage. If you ran a manufacturing plant in a poor country with high unemployment, you might assume that education levels are low, wages are low, understanding of technology could be low, so using wage incentives to motivate and keeping jobs fairly standardized might be a good option. Move that plant to the US or Canada and you may need to pay a better wage, make jobs more flexible, provide benefits, etc. It really depends.
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Contemporary Management – The Contingency Approach (continued)
The general answer to many of the problems in organizations is: “It depends.”
The contingency approach to management recognizes that there is no one best way to manage.
All depends on the demands of the situation.
Example: Change and Participation
The example: If you had to make a decision that impacted your department, it might make sense to have employees participate in the decision making OR it might not. If you aren’t in a hurry, the employees are smart and have something to add, they want to be heard, and you feel comfortable discussing the situation with them, then this might be a good scenario to involve them. However, if you need to make a decision in a hurry, the employees either don’t care about it or they aren’t knowledgeable enough to add value, and the decision might be trivial (2 ply or 3 ply toilet paper), then involving everyone might not be a good idea.
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What Do Managers Do?
The field of organizational behaviour is concerned with what happens in organizations and what managers actually do in organizations.
Research has focused on:
Managerial roles
Managerial activities
Managerial minds
International managers
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Managerial Roles
Henry Mintzberg discovered a rather complex set of roles played by managers and grouped them into 3 categories:
Interpersonal roles: have to do with establishing and maintaining interpersonal relations.
Informational roles: concerned with receiving and transmitting information.
Decisional roles: deal with decision making
Interpersonal roles – may include ‘figurehead role’ where managers serve as symbols of the organization rather than active decision makers; ‘leadership role’ where managers select, mentor, reward and discipline employees; ‘liaison role’ where managers maintain a wide array of contacts within and outside of the organization
Informational roles – may include ‘monitor role’ where managers scan the internal and external environment to gather performance information and look for trends and ideas; ‘disseminator role’ where managers send information to others; ‘spokesperson role’ where managers send messages to the organization’s external environment.
Decisional roles – may include ‘entrepreneur role’ where managers turn problems and opportunities into plans for changes; ‘disturbance hander role’ where managers deal with conflict and threats to resources and turf; ‘resource allocator role’ where managers decide on how to distribute resources; ‘negotiator role’ where managers conduct major negotiations.
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Managerial Activities
Fred Luthans, Richard Hodgetts, and Stuart Rosenkrantz found that managers engage in four basic types of activities:
Routine communication (formal sending and receiving information)
Traditional management (planning, decision making, controlling)
Networking (interaction with people outside of the organization)
Human resource management (motivating, reinforcing, disciplining, punishing, managing conflict, staffing, training and developing employees)
This doesn’t mean that all managers engage in all activities in equal measure. It would depend on the circumstances.
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Summary of Managerial Activities
This is an average based on a study. Again, this isn’t for every manager.
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Managerial Activities and Success
Emphasis on these various activities is related to managerial success.
For Example:
Networking is related to moving up the ranks of the organization quickly.
Human resource management is related to employee satisfaction and commitment and unit effectiveness.
If you look at the list of activities, you can see that management does a wide variety of things. If managers focus on some activities more than others, they are more likely to reap the rewards associated with that activity. As an example, those who focus more on Networking tend to move up the organizational ladder faster. In other words, there are trade-offs.
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Managerial Minds
Herbert Simon and Daniel Isenberg explored how manager’s think.
Experienced managers use intuition to guide many of their actions:
To sense that a problem exists
To perform well-learned mental tasks rapidly
To synthesize isolated pieces of information and data
To double-check more formal or mechanical analyses
Their work boils down to managerial intuition which is based on experience. Just like when you drive a car. Those of us who have driven for many years get a sense about the flow of traffic and when things are likely to happen. This doesn’t mean we are guessing. Our ‘intuition’ is based off of years of experience (statistical data).
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Managerial Minds (continued)
Is intuition evidence-based?
Good intuition is problem identification and problem solving based on a long history of systematic education and experience.
Enables the manager to locate problems within a network of previously acquired information.
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International Managers
The style in which managers do what they do and the emphasis they give to various activities will vary greatly across cultures.
Cultural variations in values affect both managers’ and employees’ expectations about interpersonal interaction.
Most of our chapters take a look at the cultural aspect of organizational behaviour. Do differences exist between cultures? Are some things universal (work everywhere)?
Managerial activities vary greatly across cultures.
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International Managers (continued)
Geert Hofstede showed how cross-cultural differences in values leads to contrasts in the general role that managers play across cultures.
National culture - important contingency variables
The appropriateness of various leadership styles, motivation techniques, and communication methods depends on where one is in the world.
We’ll talk more about Hofstede in a later chapter, but basically he did research on values across cultures and found four major dimensions on which cultures tend to differ.
In the end, the last bullet point is the most important. What is appropriate and effective is dependent upon where you are.
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Some Contemporary Management Concerns
Four issues with which organizations and managers are currently concerned:
Diversity – Local and Global
Employee Health and Well-Being
Talent Management and Employee Engagement
Corporate Social Responsibility (CSR)
This chapter, like most opening chapters in OB textbooks, finishes with a list of CURRENT or CONTEMPORARY CONCERNS. (What is of interest in OB right now.)
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1) Diversity – Local and Global
Increasing cultural diversity in Canada
TRU 2005-2006: 674 International Students (Over half from China)
TRU 2017-2018: 4,579 on-campus IS (33% India, 29% China)
What changes might an organization have to make to deal with such diversity?
Age diversity (generations)
What changes might an organization have to make to deal with older employees?
Cultural diversity (in Canada) is increasing. Think about how that would impact the workplace? (Different languages, communication styles, body language, religions, cultural celebrations, etc.) How would an organization have to change to adapt to this diversity?
Age diversity (the number of generations having to coexist in the workplace) is also increasing. Older people whose values and attitudes were shaped by the social environment in which they grew up are having to interact with younger people. Also, the age of employees would make a difference in what they value and what might motivate them. A young couple with children might need benefits to help with childcare while an older person whose kids are already grown would need different support. Some older people might not want to work 40 hours a week. Some generations are better with technology than others.
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Diversity – Local and Global
Many organizations have not treated certain segments of the population fairly in many aspects of employment (ex. Women, LGBT, disabled)
What do you think is the number one reason women tend to earn less than men?
Globalization now requires an understanding of foreign culture
Who here shops online?
OB is concerned with how to manage this diversity
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2) Employee Health and Well-Being
Increased concerns over job security, increasing job demands, and work-related stress.
Absenteeism and turnover are on the rise.
Increasing stress levels and poorly designed jobs are major causes.
Negative effect on employee physical and psychological health and well-being.
Recognizing that an employee’s health and well-being, both physical and mental, has an impact on work and that some organizations are taking steps to help employees manage. This was never a concern years ago. Nobody went on ‘stress leave’ or cared if their employees were able to exercise.
A lot of these concerns came about with the human relations movement.
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Employee Health and Well-Being (continued)
Work-life conflict is a major stressor and cause of absenteeism.
Increasing awareness of mental health problems in the workplace.
Organizations have begun to focus on mental health and to create more positive work environments.
Work-life conflict: Have you ever had a job (or even school) where you left work but because of the internet you were still able to check emails and do work outside of the office? With the rise in technology, those lines of work and home have become blurred.
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Employee Health and Well-Being (continued)
What does employee health and well-being have to do with OB?
OB is concerned with creating positive work environments that contribute to employee health and wellness.
Two examples of this are
Workplace Spirituality
Positive Organizational Behaviour (POB)
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2A) Workplace Spirituality
Workplace spirituality refers to workplaces that provide employees with meaning, purpose, a sense of community, and a connection to others.
It is about providing employees with a meaningful work-life that is aligned with their values.
Employees have opportunities for personal growth and development, and they feel valued and supported.
OB studies have shown the value in creating a workplace that employees ENJOY and want to be a part of. Having well-designed jobs along with creating a sense of community and belonging. You might have worked somewhere where you were part of a team or community and you enjoyed the people you worked with and the organization you worked for. You may, on the other hand, have worked where the job was boring and you felt like the organization didn’t care much about you or your coworkers.
This is a environment that moves beyond extrinsic motivation and tries to fulfil higher order needs (something we will discuss later).
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2B) Positive Organizational Behaviour (POB)
POB: The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement.
The psychological capacities that can be developed in employees are known as psychological capital or PsyCap.
POB looks for the best in people and tries to develop and build upon that.
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Psychological Capital (PsyCap)
An individual’s positive psychological state of development that is characterized by:
Self-efficacy
What is self-efficacy?
Optimism
Hope
Resilience
Self Efficacy: The belief you have in your ability to complete a certain task (it is task specific). Like confidence or specific.
Optimism: Being positive
Resilience: Being able to bounce back after a setback or failure.
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Psychological Capital (PsyCap) (continued)
Each of the components of PsyCap are states not traits; they can be changed, modified, and developed.
PsyCap is positively related to:
employee well-being
job attitudes
job performance
And negatively related to:
employee anxiety
stress
turnover intentions
POB sees that having people with high PsyCap has positive outcomes for both the individuals and the organization, so it looks at how to increase these things.
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3) Talent Management and Employee Engagement
Talent management refers to an organization’s processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs.
The management of talent has become a major organizational concern that requires the involvement of all levels of management.
Globalization has lead to more fierce competition and the only real sustainable competitive advantage is people. (In other words, the only sustainable advantage an organization can have over its competition are its employees so finding the best people, developing them, keeping them, and making proper use of them is crucial). Take basketball for example. A lot of organizations have money, but it is hard to duplicate certain players. Someone like Lebron James is impossible to copy.
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Talent Management and Employee Engagement (continued)
Work engagement refers to a positive work-related state of mind that is characterized by vigour, dedication, and absorption.
Reported that only 1/3rd of workers are engaged.
Engaged workers have more positive job attitudes and higher job performance.
Employee engagement is considered to be key to an organization’s success and competitiveness.
Imagine your learning experience in an environment where everyone is excited and happy to be in class and share their opinions and views on topics. Now imagine the opposite. Engagement leads to organizational success. You want people at work who want to be there, pay attention, work hard, and help others.
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Question
How often do you go to class and pay good attention to what is going on?
All the time. I take great notes and never miss a thing.
Sometimes. If I’m not tired and it isn’t boring.
Never. I show up just in case the teacher says something about a test or quiz.
Is it the teacher’s job to make sure you are engaged?
Think about that first question. How many of you are engaged in school?
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4) Corporate Social Responsibility
Corporate social responsibility (CSR) refers to an organization taking responsibility for the impact of its decisions and actions on its stakeholders.
It extends beyond the interests of shareholders to the interests and needs of employees and the community in which it operates.
Now, more than ever before, people care about working for organizations who care about their stakeholders. They give back to the community. They think about sustainability and the environment. They care about their employees health (financial, physical, and psychological).
The LINK leads you to a article that shows you how TRU ranked in a study about sustainability.
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Corporate Social Responsibility (continued)
What does a focus on social responsibility have to do with organizational behaviour?
Many CSR issues have to do with organizational behaviour (e.g., treatment of employees, work-family balance, employee well-being).
CSR also involves environmental, social, and governance (ESG) issues, and a concern for the environment and green initiatives.
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Corporate Social Responsibility (continued)
An organization’s CSR activities and policies are associated with financial performance as well as employee attitudes, engagement, and performance.
CSR also has implications for the recruitment and retention of employees.
Organizational behaviour can help organizations become more socially responsible.
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What is Important in Chapter One
Know the definitions (Organizations, Organizational Behaviour, etc.)
What are the goals of OB?
Understand how management arrived at where we are (basic knowledge of the classic view and the human relations movement, finishing with the contingency view)
Rough idea of what managers do (roles, activities), but I’m not overly concerned that you memorize lists or anything
An understanding of the contemporary concerns
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