Understand the field of Organizational Behaviour (OB)
Identify the building blocks of OB
Recognize the importance of OB in the workplace
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)
Key Organizations in OB:
Academy of Management (MAM)
Society for Industrial and Organizational Psychology (SIOP)
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.
Understanding OB is crucial for improving workplace dynamics and employee interactions.
Three levels of analysis in OB:
Individual Level: Examines personal behaviour and attitudes.
Team Level: Focuses on group dynamics and interactions.
Organizational Level: Considers the overall organizational structure and culture.
Concepts will be analyzed at these levels throughout the course.
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.
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.
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.
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.
Definition: Job performed away from the physical work site.
Connection maintained through information technology.
Improved work-life balance.
Higher productivity and lower costs.
Positive environmental impact.
Increased social isolation.
Reduced coworker interaction and informal communication.
Definition: Diverse mix of individuals within an organization.
Inclusive Workplace: Values diverse identities and encourages full self-expression.
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.
Definition: Balancing work and non-work roles with minimal conflict.
Strategies include flexible scheduling and aligning roles with personal values.
Performance is influenced by:
Person x Situation: Combined impact of ability and motivation.
Components of the Model:
Situational factors, personality, motivation, values, self-concept, emotions.
Illustrates how these elements interact to influence behaviour and results.
Task performance
Organizational citizenship behaviour
Counterproductive behaviours
Joining/staying with the organization
Maintaining attendance
Defined as the ultimate dependent variable in OB.
Comprised of four perspectives:
Open systems
Organizational learning
High-performance work practices (HPWP)
Stakeholder satisfaction
Proficient - Effective and efficient
Proactive - Going above and beyond
Adaptive - Adapting to scenarios
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).
Why might employees display presenteeism?
What can organizations do to reduce presenteeism and what are the ethical implications of these strategies?