Welcome to the Master Of International Business Administration Program :Welcome to the Master Of International Business Administration Program


Introduction to the Field of Organizational Behavior :Introduction to the Field of Organizational Behavior


Topics covered include: :Topics covered include: Individual Behaviour, Work Stress Communication and Motivation Groups and Teamwork Organisational Culture, Structure and Design Problem Solving, Decision Making and Creativity Conflict and Negotiation Leadership Organisational Change.


Key ideas (Foundation Concepts) :Key ideas (Foundation Concepts) Students will be introduced to, and be expected to integrate, the foundation concepts of: Systems thinking (ST) Critical thinking (CT) and Learning organizations (LO).


Slide 5:Introduction to Organizational Behavior


Introduction to Organizational Behavior :Introduction to Organizational Behavior Organizations Why study OB? OB trends 5 anchors Knowledge management The journey


Google and OB :Google and OB Google founders Larry Page and Sergey Brin have leveraged the power of organizational behavior to create the world’s leading Internet search engine as well as one of the best places to work. © Richard Hernandez/San Jose Mercury News


What are Organizations? :What are Organizations? Groups of people who work interdependently toward some purpose Structured patterns of interaction Coordinated tasks Work toward some purpose © Richard Hernandez/San Jose Mercury News


Why Study Organizational Behavior :Organizational Behavior Research Understand organizational events Predict organizational events Influence organizational events Why Study Organizational Behavior


Introduction to OB - OB trends :Introduction to OB - OB trends Globalization IT Telecommuting Virtual teams Changing Workforce Workplace values and ethics


Trends: Globalization :Trends: Globalization Economic, social, and cultural connectivity with people in other parts of the world Effects of globalization on organizations: Greater efficiencies and knowledge sources Ethical issues about economies of developing countries New organizational structures and communication Greater workforce diversity More competitive pressure, demands on employees


Trends: Information Technology :Trends: Information Technology Blurs temporal and spatial boundaries between employees and organizations Re-designs jobs and power relationships Increases value of knowledge management Supports telecommuting Supports virtual teams


Telecommuting :Telecommuting An alternative work arrangement where employees work at home or remote site, usually with a computer connection to the office Tends to increase productivity and empowerment, reduce stress and costs Problems with lack of recognition, lack of social interaction


Trends: Changing Workforce :Trends: Changing Workforce Primary and secondary diversity -- but concerns about distinguishing people by ethnicity More women in workforce and professions Different needs of Gen-X/Gen-Y and baby-boomers Diversity has advantages, but firms need to adjust


Trends: Employment Relationship :Trends: Employment Relationship Employability “New deal” employment relationship Continuously learn new skills Contingent work No contract for long-term employment Free agents, temporary-temporaries Minimum hours of work vary


Employability vs Job Security :Employability vs Job Security Job Security Lifetime job security Jobs are permanent Company manages career Low emphasis on skill development Employability Limited job security Jobs are temporary Career self-management High emphasis on skill development


Trends: Workplace Values & Ethics :Trends: Workplace Values & Ethics Values are long-lasting beliefs about what is important in a variety of situations Define right versus wrong --guide our decisions Values relate to individuals, companies, professions, societies, etc. Importance values due to: Need to guide employee decisions and actions Globalization increases awareness of different values Increasing emphasis on applying ethical values Ethics -- study of moral principles or values


Values/Ethics at Tom’s of Maine :Values/Ethics at Tom’s of Maine Tom and Kate Chappell have built Tom’s of Maine, the personal health care products firm, around the idea that businesses need to be compatible with the personal values of their employees. Courtesy of Tom’s of Maine


Corporate Social Responsibility :Corporate Social Responsibility Corporate Social Responsibility Organization’s moral obligation toward its stakeholders Stakeholders Shareholders, customers, suppliers, governments etc. Triple bottom line philosophy Economic, Social & Environmental


Organizational Behavior Anchors :Organizational Behavior Anchors Multidisciplinary Anchor Systematic Research Anchor Contingency Anchor Open Systems Anchor Multiple Levels of Analysis Anchor Organizational Behavior Anchors


Open Systems Anchor of OB :Outputs Inputs Organization Open Systems Anchor of OB


Knowledge Management Defined :Knowledge Management Defined Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success


Intellectual Capital :Structural Capital Relationship Capital Knowledge captured in systems and structures Values derived from satisfied customers, reliable suppliers, etc. Human Capital Knowledge that people possess and generate Intellectual Capital


Knowledge Management Processes :Awareness Empowerment Communication Communities of practice Grafting Individual learning Experimentation Knowledge acquisition Knowledge Management Processes


Organizational Memory :Organizational 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 Successful companies also unlearn.


Micro assessments :Micro assessments Multiple choice quiz – why?


Work-Related Stress and Stress Management :Work-Related Stress and Stress Management


Stress in Hong Kong SARS Ward :Stress in Hong Kong SARS Ward These medical professionals at Prince of Wales Hospital in Hong Kong were on the frontline, treating patients with the SARS virus, which claimed over 800 lives and created high stress levels among nurses and doctors. © AP Photo/Vincent Yu


What is Stress? :What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being © AP Photo/Vincent Yu


General Adaptation Syndrome :Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome


Stressors and Stress Outcomes :Work Stressors Interpersonal Role-related Task control Organizational/ Physical Environment Stressors and Stress Outcomes


Sexual Harassment :Sexual Harassment Unwelcome conduct -- detrimental effect on work environment or job performance Quid pro quo employment or job performance is conditional on unwanted sexual relations Hostile work environment an intimidating, hostile, or offensive working environment


Workplace Violence and Bullying :Workplace Violence and Bullying Workplace violence Interpersonal stressor Experiencing or observing violence or awareness of working in high-risk job Workplace bullying Offensive, intimidating, or humiliating behavior that degrades, ridicules or insults Higher authority people tend to bully employees in lower positions Women more likely to be victims of bulling


Task Control Stressors :Task Control Stressors Stress increases when employees lack control over: How and when tasks are performed Pace of work activity Low task control is a higher stressor when job also has high responsibility


Stressors in the Forest Industry :Stressors in the Forest Industry Ken Wiley (shown) and other logging workers have faced the physical environment stressors of dangerous work for many years. Now, they also face the organizational stressors of change and job insecurity. VancouverSun


Additional Work Stressors :Additional Work Stressors Organizational Due to reducing job security and re-structuring Physical Environment Due to excessive noise, poor lighting and hazards VancouverSun


Role-Related Stressors :Role-Related Stressors Role conflict interrole conflict intrarole conflict person-role conflict Role ambiguity uncertain task and social expectations Work overload increased hours and intensity © Photodisc. With permission.


Work-Nonwork Stressors :Work-Nonwork Stressors Time-based conflict due to business travel, inflexible and/or rotating work schedules for women -- still do most household chores Strain-based conflict work stress affects home, and vice versa Role behavior conflict incompatible work and family roles


Stress and Occupations :Accountant Artist Auto Mechanic Forester Low-Stress Occupations High-Stress Occupations Hospital manager Physician (GP) Psychologist School principal Police officer Tel. operator Prime Minister Waiter/waitress Stress and Occupations Medium-Stress Occupations


Individual Differences in Stress :© Photodisc. With permission. Individual Differences in Stress Perceive the situation differently Different threshold levels of resistance to stressor Use different stress coping strategies


Type A/B and Workaholism :Type A/B and Workaholism Type A/Type B behavior patterns Type A are hard-driving, competitive, more prone to stress Workaholism Stereotypic workaholics Enthusiastic workaholics Work enthusiasts


Consequences of Stress :Consequences of Stress Behavioral Psychological Work performance, accidents, absenteeism, aggression, poor decisions Dissatisfaction, moodiness, depression, emotional fatigue Physiological Cardiovascular disease, hypertension, headaches


Job Burnout Process :Job Burnout Process Interpersonal and Role-Related Stressors


Stress Management Strategies :Stress Management Stratagies Remove the Stressor Withdraw from the Stressor Change Stress Perceptions Receive Social Support Control Stress Consequences Stress Management Strategies


Remove the Stressor :Remove the Stressor Stress audits -- investigate sources of stress Change corporate culture and reward system Provide environment that supports empowerment Person-job matching Family-friendly & work-life initiatives Flexible work time Job sharing Telecommuting Personal leave Childcare facilities


Stress Mgt. At Liggett-Stashower :Stress Mgt. At Liggett-Stashower When employees at Liggett-Stashower, Inc. in Cleveland need a short break from the daily stresses of work, they retreat to one of three theme rooms, including this karaoke room. “The higher the stress level, the more singing there is going on,” says Liggett’s art director. Courtesy of Liggett Stashower, Inc.


Withdraw from the Stressor :Withdraw from the Stressor Permanent withdrawal Remove employees from jobs not aligned with their competencies Temporary withdrawal Coffee/lunch breaks Karaoke breaks (photo) Sabbaticals Courtesy of Liggett Stashower, Inc.


Other Stress Mgt Strategies :Other Stress Mgt Strategies Change stress perceptions Self-efficacy, self-leadership Control stress consequences Relaxation and meditation Fitness and wellness programs Social support Emotional and informational


Work-Related Stress and Stress Management :Work-Related Stress and Stress Management