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Title: principle of growth and development -psychology - PowerPoint PPT Presentation


1
Commerce 2BA3 Organizational Behaviour
  • Class 1
  • O.B. Introduction, Definition, History
  • Dr. Christa Wilkin

2
Agenda
  • Introductions
  • Icebreaker
  • Course overview
  • Introduction to OB
  • Contemporary management concerns

3
Introductions
  • About your instructor
  • PhD from Mac
  • CHRP (certified human resources professional)
  • Experience in HR taught 2BA3 last spring

4
Icebreaker
  • What do we have in common?
  • Break into groups of four to five people
  • Find two things in common with each other
  • E.g., food likes, sports, music, TV shows,
    hobbies
  • Rule The thing in common cant be that you are a
    Mac student taking 2BA3 ?
  • Pick a spokesperson who will introduce the group
    members and tell the class what they have in
    common

5
Course Overview
  • Text available at the McMaster Bookstore
  • Organizational Behaviour Understanding and
    Managing Life at Work (8th Edition), by Gary
    Johns and Alan Saks (Prentice Hall)
  • New 130.75 Used 98.10
  • Format
  • Combination of lectures and in-class exercises

6
How to find me
  • Contact info
  • Email AustinCL_at_mcmaster.ca
  • Website  
  • http//www.business.mcmaster.ca/courses/com2BA3/au
    stincl/
  • Office phone 525-9140 x 26167
  • Office hours By appointment

7
How to Find Your TA...
  • Chun-Hsiao (Darren) Wang
  • E-mail wangc28_at_mcmaster.ca
  • Office phone 905-525-9140 ext. 26359

8
Grading
  • Group Assignment (25) due week 6
  • Random assignment to group of 3 to 4
  • Watch movie and apply three OB theories
  • Mid-term (35) in week 4
  • Multiple-choice questions
  • Final exam (35) in week 7
  • Same format as mid-term
  • Participation (5)
  • Demonstrate engagement with the course material

9
Course Topics
  • Ch 1 O.B. Introduction, Definition, History
  • Ch 2 Personality Learning
  • Ch 3 Perception, Attribution, Judgment
  • Ch 4 Values, Attitudes Work Behaviour
  • Ch 5 Theories of Work Motivation
  • Ch 6 Motivation in Practice
  • Ch 7 Groups and Teamwork
  • Ch 8 Influence, Socialization, Culture
  • Ch 9 Leadership
  • Ch 10 Communication
  • Ch 11 Decision Making
  • Ch 12 Power, Politics and Ethics
  • Ch 13 Conflict Stress
  • Ch 14 Organizational Structure
  • Ch 15 Environment, Strategy, Technology
  • Ch 16 Change, Development, Innovation

MID-TERM
FINAL EXAM
10
Expectations
  • What I expect of you
  • Attendance. I expect you to attend every class.
  • Participation. Strongly encouraged
  • Group work. Formed during the second week of
    classes
  • What to expect from me
  • Lecture notes will be posted by Saturday of each
    week
  • Exams will be based on text and lecture notes
    so even if we dont review it in the lecture, if
    it is in the text, it is fair game
  • Available after class or by appt.
  • Use practical examples to highlight relevance of
    theories

11
Questions?
12
Ch 1 Introduction to ob
13
Organizational Behavior (OB)
  • The attitudes and behaviours of individuals and
    groups in organizations
  • Why study OB?
  • Effective and competitive organizations
  • Help you to retain the people who came up with
    the good ideas
  • Useful in any job, organization, industry,
    anywhere

14
Organizational Behavior (OB)
  • OB theories have widespread applications
  • Knowing these theories can help you to
  • Evaluate solutions proposed by consultants and
    managers
  • Solve new problems and adapt to new situations
  • Stay current in your field
  • Evidence-based management is crucial

15
Evolution of OB
  • Classical View (Early 1900s)
  • Attempts to prescribe the correct way to manage
    an organization and achieve its goals
  • High specialization of labour (each dept tended
    to its own business, and decision making was
    centralized)
  • Bureaucracy
  • Max Weber
  • Strict chain of command, detailed rules, high
    specialization, centralized power, and selection
    and promotion based on technical competence
  • Scientific Management
  • Frederick Taylor
  • Use of careful research to determine degree of
    specialization

16
Evolution of OB
  • 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
  • How physical environment affects productivity
  • Effect of interest being shown in them
  • Advocates management styles that are more
    participative and oriented towards employee needs

17
Question
  • Which approach (classical or human relations) is
    better? Which approach would you use?

18
Evolution of OB
  • Where are we today???
  • The Contingency Approach
  • No one best way to manage
  • Management style depends on the demands of the
    situation

19
What do Managers do?
  • Mintzberg
  • Informational Roles Ways the manager receives
    and transmits information (e.g., attend workshop)
  • Interpersonal Roles Establishing and maintaining
    interpersonal relations (e.g., mentor,
    discipline)
  • Decisional Roles Deal with decision making
    (e.g,. conflicts)

20
Quiz Question
  • The contingency approach to management suggests
    that
  • A) Management style depends on the demands of the
    situation.
  • B) The best management style depends on the size
    of the organization.
  • C) Management style makes no difference.
  • D) Management styles are constantly changing.
  • E) One management style should work for all
    individuals.

21
Contemporary management concerns
22
Focus on Quality, Speed, and Flexibility
  • Intense competition has given rise to the need
    for organizations to improve quality, speed, and
    flexibility.
  • This requires a high degree of employee
    involvement, commitment, and teamwork.
  • Organizational behaviour is concerned with these
    issues.

23
Recruitment and Retention
  • A major challenge facing organizations today is
    the recruitment and retention of skilled
    employees.
  • Canadian organizations face severe shortages of
    labour in the coming years and many are already
    having trouble hiring and retaining employees.
  • Question Why do you think this is the case?
  • Organizational behaviour can help companies
    improve their recruitment and retention and
    become an employer of choice.

24
Workplace Diversity
  • More women in workforce and professions
  • Different needs of Gen-X/Gen-Y and baby-boomers
  • Diversity has advantages, but firms need to
    adjust

25
Employee-Employer Relationships
  • Employability
  • New deal relationship
  • Continuously learn new skills
  • Contingent work
  • No contract for LT employment
  • Minimum hours of work vary
  • Consequences
  • Decreased trust, lower morale, decline in job
    satisfaction, increased stress, absenteeism on
    the rise

26
Questions?
27
Summary
  • OB has widespread applications
  • Evolution of OB
  • Classical Human Relations
    Contingency
  • Managers have different roles
  • Receive and transmit information
  • Interact with people
  • Make decisions
  • Contemporary Concerns

28
For Next Class
  • Read chapters two and three
  • Remember your namecard
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