ADMN 2220 Chapter 1

Chapter One: Introduction to the Field of Organizational Behaviour

Learning Objectives

• Understand the field of Organizational Behaviour (OB)

• Identify the building blocks of OB

• Recognize the importance of OB in the workplace

What is Organizational Behaviour?

• Organizations: Groups of people working interdependently towards a common purpose.

  • Defined as collective entities with a shared purpose.

• Organizational Behaviour (OB) Defined:

  • A field of study investigating the impact of individuals, groups, and structures on behaviour within organizations to improve organizational effectiveness. (Langton et al., 2010)

The OB World

• Key Organizations in OB:

  • Academy of Management (MAM)

  • Society for Industrial and Organizational Psychology (SIOP)

The Building Blocks of OB

• Disciplines Contributing to OB:

  • Psychology: Understanding individual behaviour and mental processes.

  • Social Psychology: Examines how group dynamics affect individual behaviour.

  • Sociology: Focuses on groups, social structures and their influence on behavior.

  • Anthropology: Studies cultural differences and their impact on behavior in the workplace.

Why Study OB at Work?

• Understanding OB is crucial for improving workplace dynamics and employee interactions.

Levels of Analysis in OB

• Three levels of analysis in OB:

  1. Individual Level: Examines personal behaviour and attitudes.

  2. Team Level: Focuses on group dynamics and interactions.

  3. Organizational Level: Considers the overall organizational structure and culture.

• Concepts will be analyzed at these levels throughout the course.

Integrative Model of OB

Organizational Inputs and Processes

• Organizational Elements:

  • Structure, change, culture, human resource practices, technology, strategy.

• Individual and Team Inputs:

  • Personality, team tasks, self-concept, emotions, communication, motivation.

• Outcomes:

  • Behaviour/performance, team performance, organizational effectiveness, collaboration, decision-making.

Organizational Behaviour Anchors

• Systematic Research: Building OB knowledge through research.

• Practical Orientation: Ensuring OB theories are applicable.

• Multidisciplinary Approach: Integrating knowledge from various fields.

• Contingency Approach: Effectiveness of actions can vary based on context.

• Multiple Levels of Analysis

• Examining individual, group, and organizational dynamics to gain a comprehensive understanding of behavior in organizations.

Human Capital as Competitive Advantage

• Definition: Refers to the skills and abilities workers bring to the organization.

• Importance:

  • Crucial for organizational success and survival.

  • Difficult to replicate and replace by technology.

• Enhances individual and organizational effectiveness.

Emerging Workplace: Employment Relationships

• Types of Employment Relationships:

  • Direct Employment: Employees directly working with the employer.

  • Indirect Employment: Outsourced or agency work.

  • Contract Employment: Independent contractors.

• Consequences:

  • Direct employment leads to higher work quality and satisfaction, while indirect employment may result in lower job satisfaction and weaker social networks.

Emerging Workplace: Remote Work

• Definition: Job performed away from the physical work site.

• Connection maintained through information technology.

Remote/Telework Benefits and Problems

Benefits:

• Improved work-life balance.

• Higher productivity and lower costs.

• Positive environmental impact.

Problems:

• Increased social isolation.

• Reduced coworker interaction and informal communication.

Increasing Workforce Diversity

• Definition: Diverse mix of individuals within an organization.

• Inclusive Workplace: Values diverse identities and encourages full self-expression.

Increasing Workforce Diversity - Consequences

• Surface-level vs. Deep-level Diversity:

  • More diversity leads to better team creativity but can also slow development.

• Recognizing community needs and addressing conflicts are crucial.

Emerging Workplace: Work-Life Integration

• Definition: Balancing work and non-work roles with minimal conflict.

• Strategies include flexible scheduling and aligning roles with personal values.

Predictors of Individual Behaviour and Performance

• Performance is influenced by:

  • Person x Situation: Combined impact of ability and motivation.

MARS Model of Individual Behaviour and Results

• Components of the Model:

  • Situational factors, personality, motivation, values, self-concept, emotions.

• Illustrates how these elements interact to influence behaviour and results.

Types of Individual Behaviour

1. Task performance

2. Organizational citizenship behaviour

3. Counterproductive behaviours

4. Joining/staying with the organization

5. Maintaining attendance

Organizational Effectiveness

• Defined as the ultimate dependent variable in OB.

• Comprised of four perspectives:

  1. Open systems

  2. Organizational learning

  3. High-performance work practices (HPWP)

  4. Stakeholder satisfaction

Three Types of Job Performance

• Proficient - Effective and efficient

• Proactive - Going above and beyond

• Adaptive - Adapting to scenarios

Role of Moderating and Mediating Variables in OB

• Mediating Variables: Explain why/how relationships occur (e.g., self-esteem mediating between grades and happiness).

• Moderating Variables: Influence the strength/direction of relationships (e.g., managerial experience affecting leadership outcomes).

Critical Thinking Questions

• Why might employees display presenteeism?

• What can organizations do to reduce presenteeism and what are the ethical implications of these strategies?