Transcript Week 1 - McMaster University

Commerce 2BA3
Organizational Behaviour
Week 1
Dr. Teal McAteer
Winter 2010
DeGroote School of Business
McMaster University
Agenda
• Introduction
- About your instructor
– Review Course Syllabus
– Questions???
– In-class exercise
– Lecture on Organizational Behaviour
About Your Instructor…..
Course Overview
• Text:
Organizational Behaviour: Understanding
and Managing Life at Work (7th Edition) by
Johns and Saks.
• Format:
– Combination of lectures and in-class
exercises
Grading
• Three in-class assignments will count
towards your grade (Weeks 4, 10 & 14) –
3 x 10% = 30%
• Midterm Exam – week 8 – 35%
• Final Exam – 35% (not cumulative)
Course Overview (cont’d)
• Lecture notes will be posted by Sunday night of
each week
• Must read assigned chapters BEFORE class
• Exams will be based on text and lecture notes;
so even if we don’t review it in the lecture, if it is
in the text, it is fair game
Course Topics
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Intro to OB
Perception, Attribution & Judgment
Motivation
Communication
Individual Decision Making
Group Dynamics & Team Work
Group Decision Making
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Conflict
Stress
Power, Politics & Influence
Leadership
Environment, Strategy & Technology
Organizational Structure
MIDTERM TOPICS
FINAL EXAM
TOPICS
Introduction to OB
What is Organizational
Behaviour????
ORGANIZATION
1. Individuals working in pursuit of goals
ORGANIZATION
2. Interacting teams, groups and departments
ORGANIZATION
3. Whole Organization
Introduction to OB
• OB: The attitudes and behaviours of
individuals and groups in organizations
• Attempt to understand, predict and
influence how people behave at work
The Evolution of OB
• Classical Views
– Early 1900s
– High specialization of labour (each dept tended to its own
business, and decision making was centralized)
• Bureaucracy
– Early to Mid 1900s
– Max Weber
– Strict chain of command, detailed rules, high specialization,
centralized power, and selection and promotion based on technical
competence
• Scientific Management
– Also early 1900s
– Frederick Taylor
– Use of careful research to determine degree of specialization
The Evolution of OB (cont’d)
• Human Relations Movement
– Hawthorne Studies – research conducted at
the Hawthorne plant of Western Electric in the
1920s that examined how psychological and
social processes affect productivity
– Advocates management styles that are more
participative and oriented towards employee
needs
- Maslow’s Hierarchy of Needs
- McGregor’s Theory Y
The Evolution of OB (cont’d)
• Where are we today???
– The Contingency Approach
• no one best way to manage
• Management style depends on the demands of the
situation
What do Managers do?
• Informational Roles
– Monitor
– Disseminator
– Spokesperson
• Interpersonal Roles
– Figurehead
– Leader
– Liaison
• Decisional Roles
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Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Trends Managers are Facing
Today….
Globalization effects on organizations:
– New organizational structures
– Different forms of communication
– Greater workforce diversity
– More competitive pressures and demands on
employees
Trends Managers are Facing
Today….
Information Technology
– Re-design of jobs
– Knowledge management
– Tele-work
– Virtual Teams
Trends Managers are Facing
Today….
Workplace Diversity
• More women in workforce and professions
• Different needs of Gen-X/Gen-Y and babyboomers
• Diversity has advantages, but firms need
to adjust
Trends Managers are Facing
Today….
The Employment Relationship
• Employability
– “New deal” employment relationship
– Continuously learn new skills
• Contingent work
– No contract for long-term employment
– Minimum hours of work vary
Trends Managers are Facing
Today….
Job Security
Employability
• Lifetime job security
• Limited job security
• Job are permanent
• Jobs are temporary
• Company manages
career
• Career selfmanagement
• Low emphasis on skill
development
• High emphasis on skill
development