principle of growth and development -psychology - PowerPoint PPT Presentation

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Commerce 2BA3 Organizational Behaviour

• Class 1
• O.B. Introduction, Definition, History
• Dr. Christa Wilkin

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Agenda

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

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Introductions

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

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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

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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

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How to find me

• Contact info
• Email AustinCL_at_mcmaster.ca
• Website  
• http//www.business.mcmaster.ca/courses/com2BA3/au
  stincl/
• Office phone [phone] x 26167
• Office hours By appointment

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How to Find Your TA...

• Chun-Hsiao (Darren) Wang
• E-mail wangc28_at_mcmaster.ca
• Office phone [phone] ext. 26359

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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

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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
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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

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Questions?
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Ch 1 Introduction to ob
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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

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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

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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

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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

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Question

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

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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

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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)

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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.

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Contemporary management concerns
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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.

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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.

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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

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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

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Questions?
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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

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For Next Class

• Read chapters two and three
• Remember your namecard