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Introduction to the field of organisational behaviour

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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational ... Knowledge mgt at Billabong. Billabong, the Queensland-based surf wear company, ... Billabong ... – PowerPoint PPT presentation

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Title: Introduction to the field of organisational behaviour


1
Introduction to the field of organisational
behaviour
2
Chapter learning objectives
  • Define organisational behaviour.
  • Identify three reasons for studying
    organisational behaviour.
  • Describe five trends in organisational behaviour.
  • Identify the five anchors on which organisational
    behaviour is based.
  • Diagram an organisation from an open systems
    view.
  • Define knowledge management and intellectual
    capital.
  • Identify three that organisations acquire
    knowledge.

3
Computershare and org behaviour
  • Computershare Ltd has leveraged the power of
    organisational behaviour to become one of
    Australias leading high technology companies.

Courtesy of Computershare Ltd
4
What are organisations?
  • Groups of people who work interdependently toward
    some purpose
  • structured patterns of interaction
  • coordinated tasks
  • work toward some purpose

Courtesy of Computershare Ltd
5
Why study organisational behaviour?
Understand organisational events
Organisational behaviour research
Predict organisational events
Influence organisational events
6
Trends globalisation
  • Global companies
  • extend their activities to other parts of the
    world
  • actively participate in other markets
  • compete against firms in other countries

7
Trends globalisation
  • Implications of globalisation
  • new organisational structures
  • different forms of communication
  • more competition, change, mergers, downsizing,
    stress
  • need more sensitivity to cultural differences

8
Trends changing workforce
  • Primary and secondary 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 through
  • cultural awareness
  • family-friendly policies
  • empowerment

9
Trends employment relationship
  • Employability
  • employees perform many tasks, not a specific job
  • Casual work
  • no explicit or implicit contract for long-term
    employment
  • Telecommuting
  • working from home, usually with a computer
    connection to the office
  • Virtual teams
  • operate across space, time and organisational
    boundaries mainly communicate through electronic
    technologies

10
Trends information technology
  • Affects how employees interact
  • virtual teams
  • telecommuting
  • Affects how organisations are configured
  • network structures ? alliance of several
    organisations

11
Trends values and ethics
  • Values
  • stable, long-lasting beliefs about what is
    important
  • personal, cultural, organisational, professional
  • Importance of values
  • globalisation ? more awareness of different
    values
  • values replacing command and control
  • more emphasis on ethical business conduct
  • Ethics
  • moral principles/values ? determine whether
    actions are right/wrong and outcomes are good/bad

12
Organisational behaviour anchors
Multidisciplinary anchor
Organisational behaviour anchors
Systematic research anchor
Open systems anchor
Contingency anchor
Multiple levels of analysis anchor
13
Open systems anchor of OB
Outputs
Inputs
Organisation
14
Knowledge management defined
  • Any structured activity that improves an
    organisations capacity to acquire, share and use
    knowledge for its survival and success.

15
Intellectual capital
  • Human capital
  • knowledge that employees possess and generate
  • Structural capital
  • knowledge captured in systems and structures
  • Relationship capital
  • value derived from satisfied customers, reliable
    suppliers and others

16
Knowledge mgt at Billabong
  • Billabong, the Queensland-based surf wear
    company, practises knowledge acquisition by
    employing people who live that lifestyle.

Courtesy of Billabong
17
Knowledge management processes
  • Knowledge acquisition
  • grafting
  • learning
  • experimentation
  • Knowledge sharing
  • communication
  • communities of practice
  • Knowledge use
  • awareness
  • freedom to apply knowledge

Courtesy of Billabong
18
Organisational memory
  • The storage and preservation of intellectual
    capital
  • Retain intellectual capital by
  • keeping knowledgeable employees
  • transferring knowledge to others
  • transferring human capital to structural capital

19
Overview of the next chapter
  • MARS model of individual behaviour and
    performance
  • Types of work-related behaviour
  • Features of behaviour modification
  • Elements of effective feedback
  • Features of social learning theory
  • Kolbs model of experiential learning

20
Introduction to the field of organisational
behaviour
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