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Chapter 1


                                          What Is Organizational
                                               Behaviour?



Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-1
Copyright © 2007 Pearson Education Canada
Chapter 1 Outline

   • Defining Organizational Behaviour
   • OB: Making Sense of Behaviour in
     Organizations
   • How Will Knowing OB Make a Difference?
   • Today’s Challenges in the Canadian
     Workplace


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-2
Copyright © 2007 Pearson Education Canada
What Is Organizational Behaviour?

   1. What is organizational behaviour?
   2. Isn’t organizational behaviour common sense? Or
      just like psychology?
   3. How does knowing about organizational behaviour
      make work and life more understandable?
   4. What challenges do managers and employees face
      in the workplace of the twenty-first century?

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-3
Copyright © 2007 Pearson Education Canada
Organizational Behaviour

   • A field of study that investigates the impact of
     individuals, groups, and structure on behaviour
     within organizations; the aim is to apply such
     knowledge toward improving organizational
     effectiveness.




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-4
Copyright © 2007 Pearson Education Canada
Why Do We Study OB?

   • To learn about yourself and others
   • To understand how the many organizations you
     encounter work.
   • To become familiar with team work
   • To help you think about the people issues faced by
     managers and entrepreneurs



Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-5
Copyright © 2007 Pearson Education Canada
What Is an 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.




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-6
Copyright © 2007 Pearson Education Canada
The Building Blocks of OB

   •       Psychology
   •       Sociology
   •       Social Psychology
   •       Anthropology
   •       Political Science



Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-7
Copyright © 2007 Pearson Education Canada
Exhibit 1-1
                                 Toward an OB Discipline




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-8
Copyright © 2007 Pearson Education Canada
The Rigour of OB

   • OB Looks at Consistencies
              – What is common about behaviour, and helps
                predictability?
   • OB Looks Beyond Common Sense
              – Systematic study, based on scientific evidence
   • OB Has Few Absolutes
   • OB Takes a Contingency Approach
              – Considers behaviour in context
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-9
Copyright © 2007 Pearson Education Canada
Exhibit 1-2
                                Research Methods in OB




                 Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4. Copyright © 2005 John Wiley & Sons, Inc. Reprinted
                 with the permission of John Wiley & Sons, Inc.


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition                                                                 1-10
Copyright © 2007 Pearson Education Canada
How Will Knowing OB Make a
                              Difference?
   • For Managers
              – Knowing organizational behaviour can help you
                manage well and makes for better corporations.
              – Managing people well leads to greater
                organizational commitment.
              – Finally, managing well may improve
                organizational citizenship.


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-11
Copyright © 2007 Pearson Education Canada
How Will Knowing OB Make a
                              Difference?
   • For Individuals
              – What if I’m not going to work in a large organization?
                 • The theories generally apply to organizations of any
                   size.
              – What if I don’t want to be a manager?
                 • To some extent, the roles of managers and employees
                   are becoming blurred in many organizations.
                 • While self-employed individuals often do not act as
                   managers, they certainly interact with other
                   individuals and organizations as part of their work.

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-12
Copyright © 2007 Pearson Education Canada
Bottom Line: OB Is For Everyone

   • Organizational behaviour is not just for managers.
              – The roles of managers and employees are becoming
                blurred in many organizations.
              – Managers are increasingly asking employees to share in
                their decision-making processes rather than simply follow
                orders.
   • OB applies equally well to all situations in which you
     interact with others: on the basketball court, at the
     grocery store, in school, or in church.


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-13
Copyright © 2007 Pearson Education Canada
Exhibit 1-4
                                                     Basic OB Model

                                                                      Organization systems level


                                                                     Group level


                                           Individual level


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-14
Copyright © 2007 Pearson Education Canada
Today’s Challenges
                           in the Canadian Workplace
   • Challenges at the Individual Level
              –     Individual Differences
              –     Job Satisfaction
              –     Motivation
              –     Empowerment
              –     Behaving Ethically


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-15
Copyright © 2007 Pearson Education Canada
Today’s Challenges
                           in the Canadian Workplace
   • Challenges at the Group Level
              – Working With Others
              – Workforce Diversity




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-16
Copyright © 2007 Pearson Education Canada
Today’s Challenges
                           in the Canadian Workplace
   • Challenges at the Organizational Level
              –     Productivity
              –     Developing Effective Employees
              –     Putting People First
              –     Global Competition
              –     Managing and Working in a Multicultural World


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-17
Copyright © 2007 Pearson Education Canada
Today’s Challenges
                           in the Canadian Workplace
   • Challenges at the Organizational Level
              – Productivity
                 • A performance measure including
                   effectiveness and efficiency.
              – Effectiveness
                 • The achievement of goals.
              – Efficiency
                 • The ratio of effective work output to the input
                   required to produce the work.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-18
Copyright © 2007 Pearson Education Canada
Developing Effective Employees

   Organizational Citizenship Behaviour (OCB)
              – Discretionary behaviour that is not part of an
                employee’s formal job requirements, but that
                nevertheless promotes the effective functioning
                of the organization.




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-19
Copyright © 2007 Pearson Education Canada
Putting People First

   •            Putting people first generates a committed
                workforce and positively affects the bottom
                line.
   •            People will work harder when they feel they
                have ―more control and say in their work.‖



Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-20
Copyright © 2007 Pearson Education Canada
How to Put People First

   •       Provide employment security.
   •       Hire well.
   •       Create self-managed teams.
   •       Pay well.
   •       Provide extensive training.
   •       Reduce status differences.
   •       Share information about organizational
           performance.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-21
Copyright © 2007 Pearson Education Canada
Global Competition

   •            In recent years, Canadian businesses have
                faced tough competition from the United
                States, Europe, Japan, and even China, as
                well as from other companies within our
                borders.
   •            To survive, they have had to reduce costs,
                increase productivity, and improve quality.

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-22
Copyright © 2007 Pearson Education Canada
Managing and Working in a
                             Multicultural World
   • 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.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-23
Copyright © 2007 Pearson Education Canada
Summary and Implications

   1. What is organizational behaviour?
      – OB is a field of study that investigates the impact
          that individuals, groups, and structure have on
          behaviour within an organization.
   2. Isn’t organizational behaviour common sense? Or
       just like psychology?
              –          OB is built on contributions from a number of
                         behavioural disciplines, including psychology,
                         sociology, social psychology, anthropology, and
                         political science. It goes beyond ―common sense.‖

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-24
Copyright © 2007 Pearson Education Canada
Summary and Implications

   3. How does knowing about organizational behaviour
       make work and life more understandable?
      – OB helps people manage well, and managing well
          can lead to greater organizational commitment by
          employees.
   4. What challenges do managers and employees face in
       today’s workplace?
      – Each level of analysis—the individual, the group,
          and the organization—presents challenges.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-25
Copyright © 2007 Pearson Education Canada
OB at Work




Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-26
Copyright © 2007 Pearson Education Canada
For Review
        1.          Define organizational behaviour.
        2.          What is an organization? Is the family unit an organization? Explain.
        3.          ―Behaviour is generally predictable, so there is no need to formally
                    study OB.‖ Do you agree or disagree with this statement? Why?
        4.          What does it mean to say that OB takes a contingency approach in its
                    analysis of behaviour?
        5.          What are the three levels of analysis in our OB model? Are they
                    related? If so, how?
        6.          What are some of the challenges and opportunities that managers face
                    in today’s workplace?
        7.          Why is job satisfaction an important consideration for OB?
        8.          What are effectiveness and efficiency, and how are they related to
                    OB?


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-27
Copyright © 2007 Pearson Education Canada
For Critical Thinking

   1.         ―OB is for everyone.‖ Build an argument to support this
              statement.
   2.         Why do you think the subject of OB might be criticized as
              being ―only common sense,‖ when we would rarely hear such
              a criticism of a course in physics or statistics? Do you think
              this criticism of OB is fair?
   3.         On a scale of 1 to 10 measuring the sophistication of a
              scientific discipline in predicting phenomena, mathematical
              physics would probably be a 10. Where do you think OB
              would fall on the scale? Why?
   4.         Can empowerment lead to greater job satisfaction?

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-28
Copyright © 2007 Pearson Education Canada
Learning About Yourself Exercise
   1. Taking initiative                                                                       13. Understanding yourself and others
   2.  Goal setting                                                                           14. Interpersonal communication
   3.  Delegating effectively                                                                 15. Developing subordinates
   4.  Personal productivity and                                                              16. Team building
       motivation                                                                             17. Participative decision making
   5. Motivating others                                                                       18. Conflict management
   6. Time and stress management                                                              19. Living with change
   7. Planning                                                                                20. Creative thinking
   8. Organizing                                                                              21. Managing change
   9. Controlling
                                                                                              22. Building and maintaining a power
   10. Receiving and organizing                                                                   base
       information
                                                                                              23. Negotiating agreement and
   11. Evaluating routine information                                                             commitment
   12. Responding to routine information                                                      24. Negotiating and selling ideas

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition               1-29
Copyright © 2007 Pearson Education Canada
Learning About Yourself
                                                                 Scoring Key

   •       Director: 1, 2, 3                                                           Mentor: 13, 14, 15
   •       Producer: 4, 5, 6                                                           Facilitator: 16, 17, 18
   •       Coordinator: 7, 8, 9                                                        Innovator: 19, 20, 21
   •       Monitor: 10, 11, 12                                                         Broker: 22, 23, 24

            Source: Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming A Master Manager: A Competency
            Framework (New York: John Wiley & Sons, Inc. 1990), Chapter 1.


Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition                                           1-30
Copyright © 2007 Pearson Education Canada
Breakout Group Exercises
   Form small groups to discuss the following topics:
   1.           Consider a group situation in which you have worked. To what extent
                did the group rely on the technical skills of the group members vs. their
                interpersonal skills? Which skills seemed most important in helping the
                group function well?

   2.           Identify some examples of ―worst jobs.‖ What conditions of these jobs
                made them unpleasant? To what extent were these conditions related to
                behaviours of individuals?

   3.           Develop a list of ―organizational puzzles,‖ that is, behaviour you’ve
                observed in organizations that seemed to make little sense. As the term
                progresses, see if you can begin to explain these puzzles, using your
                knowledge of OB.

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-31
Copyright © 2007 Pearson Education Canada
Working With Others Exercise
   This exercise asks you to consider the skills outlined in the
       ―Competing Values Framework‖ to develop an understanding of
       managerial expertise. Steps 1–4 can be completed in 15–20
       minutes.
   1. Using the skills listed in ―Learning About Yourself,‖ identify the 4
       skills that you think all managers should have.
   2. Identify the 4 skills that you think are least important for managers
       to have.
   3. In groups of 5–7, reach a consensus on the most-needed and least-
       needed skills identified in Steps 1 and 2.
   4. Using Exhibit 1-6, determine whether your ―ideal‖ managers would
       have trouble managing in some dimensions of organizational
       demands.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-32
Copyright © 2007 Pearson Education Canada
Exhibit 1-5
                    Competing Values Framework                                    Flexibility
                                          Internal Focus




                                                                                                                      External Focus
                                                                                                                    Source: Adapted from K. Cameron and R.
                                                                                                                    E. Quinn, Diagnosing and Changing
                                                                                                                    Organizational Culture: Based on the
                                                                                                                    Competing Values Framework (Reading,
                                                                                                                    MA: Addison Wesley Longman, 1999).

                                                                                   Control
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition                                      1-33
Copyright © 2007 Pearson Education Canada
Competing Values Framework
   •       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

Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-34
Copyright © 2007 Pearson Education Canada
Exhibit 1-6 Skills for Mastery in the
                    New Workplace                                                   Flexibility
                                                           1. Understanding
                                                              yourself and others
                                                           2. Interpersonal                      1. Living with change
                                                              communication                      2. Creative thinking
                                                           3. Developing                         3. Managing change
                                                              subordinates

                                           1. Team building                                                                 1. Building and maintaining
                                           2. Participative                     Mentor Innovator                               a power base
                                              decision making                                                               2. Negotiating agreement
                                           3. Conflict                                                                         and commitment
                                              management                                                                    3. Negotiating and
                                                                    Facilitator                         Broker                 selling ideas
                                   Internal                                                                                             External
                                  1. Receiving and
                                                                      Monitor                         Producer              1. Personal productivity
                                     organizing information                                                                    and motivation
                                  2. Evaluating                                                                             2. Motivating others
                                     routine information                                                                    3. Time and stress
                                  3. Responding to                      Coordinator Director                                   management
                                     routine information

                                                                       1. Planning               1. Taking initiative
                                                                       2. Organizing             2. Goal setting
                                                                       3. Controlling            3. Delegating effectively


                                                                                      Control
                            Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 86.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition                                         1-35
Copyright © 2007 Pearson Education Canada
Supplemental Material


                             Slides for activities I do in my own
                                          classroom



Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-36
Copyright © 2007 Pearson Education Canada
Exercise

   • In groups of 6
              – Introduce yourselves.
              – Pick an interviewer.
              – Decide on questions or topics you want interviewer to ask
                me.
   • The interview
              – Introduce interviewer to me and the class.
              – Ask one question from your list (we will go around the
                groups with one question at a time).
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition   1-37
Copyright © 2007 Pearson Education Canada

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Introduction of Organizational Behavior

  • 1. Chapter 1 What Is Organizational Behaviour? Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-1 Copyright © 2007 Pearson Education Canada
  • 2. Chapter 1 Outline • Defining Organizational Behaviour • OB: Making Sense of Behaviour in Organizations • How Will Knowing OB Make a Difference? • Today’s Challenges in the Canadian Workplace Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-2 Copyright © 2007 Pearson Education Canada
  • 3. What Is Organizational Behaviour? 1. What is organizational behaviour? 2. Isn’t organizational behaviour common sense? Or just like psychology? 3. How does knowing about organizational behaviour make work and life more understandable? 4. What challenges do managers and employees face in the workplace of the twenty-first century? Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-3 Copyright © 2007 Pearson Education Canada
  • 4. Organizational Behaviour • A field of study that investigates the impact of individuals, groups, and structure on behaviour within organizations; the aim is to apply such knowledge toward improving organizational effectiveness. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-4 Copyright © 2007 Pearson Education Canada
  • 5. Why Do We Study OB? • To learn about yourself and others • To understand how the many organizations you encounter work. • To become familiar with team work • To help you think about the people issues faced by managers and entrepreneurs Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-5 Copyright © 2007 Pearson Education Canada
  • 6. What Is an 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. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-6 Copyright © 2007 Pearson Education Canada
  • 7. The Building Blocks of OB • Psychology • Sociology • Social Psychology • Anthropology • Political Science Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-7 Copyright © 2007 Pearson Education Canada
  • 8. Exhibit 1-1 Toward an OB Discipline Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-8 Copyright © 2007 Pearson Education Canada
  • 9. The Rigour of OB • OB Looks at Consistencies – What is common about behaviour, and helps predictability? • OB Looks Beyond Common Sense – Systematic study, based on scientific evidence • OB Has Few Absolutes • OB Takes a Contingency Approach – Considers behaviour in context Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-9 Copyright © 2007 Pearson Education Canada
  • 10. Exhibit 1-2 Research Methods in OB Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4. Copyright © 2005 John Wiley & Sons, Inc. Reprinted with the permission of John Wiley & Sons, Inc. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-10 Copyright © 2007 Pearson Education Canada
  • 11. How Will Knowing OB Make a Difference? • For Managers – Knowing organizational behaviour can help you manage well and makes for better corporations. – Managing people well leads to greater organizational commitment. – Finally, managing well may improve organizational citizenship. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-11 Copyright © 2007 Pearson Education Canada
  • 12. How Will Knowing OB Make a Difference? • For Individuals – What if I’m not going to work in a large organization? • The theories generally apply to organizations of any size. – What if I don’t want to be a manager? • To some extent, the roles of managers and employees are becoming blurred in many organizations. • While self-employed individuals often do not act as managers, they certainly interact with other individuals and organizations as part of their work. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-12 Copyright © 2007 Pearson Education Canada
  • 13. Bottom Line: OB Is For Everyone • Organizational behaviour is not just for managers. – The roles of managers and employees are becoming blurred in many organizations. – Managers are increasingly asking employees to share in their decision-making processes rather than simply follow orders. • OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-13 Copyright © 2007 Pearson Education Canada
  • 14. Exhibit 1-4 Basic OB Model Organization systems level Group level Individual level Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-14 Copyright © 2007 Pearson Education Canada
  • 15. Today’s Challenges in the Canadian Workplace • Challenges at the Individual Level – Individual Differences – Job Satisfaction – Motivation – Empowerment – Behaving Ethically Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-15 Copyright © 2007 Pearson Education Canada
  • 16. Today’s Challenges in the Canadian Workplace • Challenges at the Group Level – Working With Others – Workforce Diversity Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-16 Copyright © 2007 Pearson Education Canada
  • 17. Today’s Challenges in the Canadian Workplace • Challenges at the Organizational Level – Productivity – Developing Effective Employees – Putting People First – Global Competition – Managing and Working in a Multicultural World Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-17 Copyright © 2007 Pearson Education Canada
  • 18. Today’s Challenges in the Canadian Workplace • Challenges at the Organizational Level – Productivity • A performance measure including effectiveness and efficiency. – Effectiveness • The achievement of goals. – Efficiency • The ratio of effective work output to the input required to produce the work. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-18 Copyright © 2007 Pearson Education Canada
  • 19. Developing Effective Employees Organizational Citizenship Behaviour (OCB) – Discretionary behaviour that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-19 Copyright © 2007 Pearson Education Canada
  • 20. Putting People First • Putting people first generates a committed workforce and positively affects the bottom line. • People will work harder when they feel they have ―more control and say in their work.‖ Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-20 Copyright © 2007 Pearson Education Canada
  • 21. How to Put People First • Provide employment security. • Hire well. • Create self-managed teams. • Pay well. • Provide extensive training. • Reduce status differences. • Share information about organizational performance. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-21 Copyright © 2007 Pearson Education Canada
  • 22. Global Competition • In recent years, Canadian businesses have faced tough competition from the United States, Europe, Japan, and even China, as well as from other companies within our borders. • To survive, they have had to reduce costs, increase productivity, and improve quality. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-22 Copyright © 2007 Pearson Education Canada
  • 23. Managing and Working in a Multicultural World • 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. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-23 Copyright © 2007 Pearson Education Canada
  • 24. Summary and Implications 1. What is organizational behaviour? – OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. 2. Isn’t organizational behaviour common sense? Or just like psychology? – OB is built on contributions from a number of behavioural disciplines, including psychology, sociology, social psychology, anthropology, and political science. It goes beyond ―common sense.‖ Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-24 Copyright © 2007 Pearson Education Canada
  • 25. Summary and Implications 3. How does knowing about organizational behaviour make work and life more understandable? – OB helps people manage well, and managing well can lead to greater organizational commitment by employees. 4. What challenges do managers and employees face in today’s workplace? – Each level of analysis—the individual, the group, and the organization—presents challenges. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-25 Copyright © 2007 Pearson Education Canada
  • 26. OB at Work Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-26 Copyright © 2007 Pearson Education Canada
  • 27. For Review 1. Define organizational behaviour. 2. What is an organization? Is the family unit an organization? Explain. 3. ―Behaviour is generally predictable, so there is no need to formally study OB.‖ Do you agree or disagree with this statement? Why? 4. What does it mean to say that OB takes a contingency approach in its analysis of behaviour? 5. What are the three levels of analysis in our OB model? Are they related? If so, how? 6. What are some of the challenges and opportunities that managers face in today’s workplace? 7. Why is job satisfaction an important consideration for OB? 8. What are effectiveness and efficiency, and how are they related to OB? Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-27 Copyright © 2007 Pearson Education Canada
  • 28. For Critical Thinking 1. ―OB is for everyone.‖ Build an argument to support this statement. 2. Why do you think the subject of OB might be criticized as being ―only common sense,‖ when we would rarely hear such a criticism of a course in physics or statistics? Do you think this criticism of OB is fair? 3. On a scale of 1 to 10 measuring the sophistication of a scientific discipline in predicting phenomena, mathematical physics would probably be a 10. Where do you think OB would fall on the scale? Why? 4. Can empowerment lead to greater job satisfaction? Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-28 Copyright © 2007 Pearson Education Canada
  • 29. Learning About Yourself Exercise 1. Taking initiative 13. Understanding yourself and others 2. Goal setting 14. Interpersonal communication 3. Delegating effectively 15. Developing subordinates 4. Personal productivity and 16. Team building motivation 17. Participative decision making 5. Motivating others 18. Conflict management 6. Time and stress management 19. Living with change 7. Planning 20. Creative thinking 8. Organizing 21. Managing change 9. Controlling 22. Building and maintaining a power 10. Receiving and organizing base information 23. Negotiating agreement and 11. Evaluating routine information commitment 12. Responding to routine information 24. Negotiating and selling ideas Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-29 Copyright © 2007 Pearson Education Canada
  • 30. Learning About Yourself Scoring Key • Director: 1, 2, 3 Mentor: 13, 14, 15 • Producer: 4, 5, 6 Facilitator: 16, 17, 18 • Coordinator: 7, 8, 9 Innovator: 19, 20, 21 • Monitor: 10, 11, 12 Broker: 22, 23, 24 Source: Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming A Master Manager: A Competency Framework (New York: John Wiley & Sons, Inc. 1990), Chapter 1. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-30 Copyright © 2007 Pearson Education Canada
  • 31. Breakout Group Exercises Form small groups to discuss the following topics: 1. Consider a group situation in which you have worked. To what extent did the group rely on the technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in helping the group function well? 2. Identify some examples of ―worst jobs.‖ What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals? 3. Develop a list of ―organizational puzzles,‖ that is, behaviour you’ve observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of OB. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-31 Copyright © 2007 Pearson Education Canada
  • 32. Working With Others Exercise This exercise asks you to consider the skills outlined in the ―Competing Values Framework‖ to develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20 minutes. 1. Using the skills listed in ―Learning About Yourself,‖ identify the 4 skills that you think all managers should have. 2. Identify the 4 skills that you think are least important for managers to have. 3. In groups of 5–7, reach a consensus on the most-needed and least- needed skills identified in Steps 1 and 2. 4. Using Exhibit 1-6, determine whether your ―ideal‖ managers would have trouble managing in some dimensions of organizational demands. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-32 Copyright © 2007 Pearson Education Canada
  • 33. Exhibit 1-5 Competing Values Framework Flexibility Internal Focus External Focus Source: Adapted from K. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Reading, MA: Addison Wesley Longman, 1999). Control Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-33 Copyright © 2007 Pearson Education Canada
  • 34. Competing Values Framework • 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 Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-34 Copyright © 2007 Pearson Education Canada
  • 35. Exhibit 1-6 Skills for Mastery in the New Workplace Flexibility 1. Understanding yourself and others 2. Interpersonal 1. Living with change communication 2. Creative thinking 3. Developing 3. Managing change subordinates 1. Team building 1. Building and maintaining 2. Participative Mentor Innovator a power base decision making 2. Negotiating agreement 3. Conflict and commitment management 3. Negotiating and Facilitator Broker selling ideas Internal External 1. Receiving and Monitor Producer 1. Personal productivity organizing information and motivation 2. Evaluating 2. Motivating others routine information 3. Time and stress 3. Responding to Coordinator Director management routine information 1. Planning 1. Taking initiative 2. Organizing 2. Goal setting 3. Controlling 3. Delegating effectively Control Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 86. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-35 Copyright © 2007 Pearson Education Canada
  • 36. Supplemental Material Slides for activities I do in my own classroom Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-36 Copyright © 2007 Pearson Education Canada
  • 37. Exercise • In groups of 6 – Introduce yourselves. – Pick an interviewer. – Decide on questions or topics you want interviewer to ask me. • The interview – Introduce interviewer to me and the class. – Ask one question from your list (we will go around the groups with one question at a time). Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-37 Copyright © 2007 Pearson Education Canada