Organizational Behavior: An Introduction to Your Life in Organizations

1. Organizational Behavior:An Introduction to Your Life in Organizations Chapter 1 Why Mastering Organizational Behavior is Essential to Your Career ©2007 Prentice Hall

2. Preview • What is organizational behavior, and what kinds of business challenges does it address? • What economic and social issues challenge today’s organizational leaders? • What organizational processes help companies compete in the modern economy? • What will your career be like in modern organizations? • How will mastering OB help you in your career? ©2007 Prentice Hall

3. What is Organizational Behavior (OB)? • Organization: a coordinated set of individuals working together on a relatively continuous basis toward common goals • Organizational Behavior (OB): the study of how people behave in organizations • OB is a social science based on data obtained through systematic study ©2007 Prentice Hall

4. What challenges do managers face at different organizational levels? • How to motivate yourself and others • How to work and stay healthy • How power and politics shape careers and organizations • How leaders lead • How managers design their companies to meet worldwide competition ©2007 Prentice Hall

5. OB is not Human Resources Management (HRM) HRM is an organizational function responsible for staffing issues OB is not a function, it is a set of organization-wide processes ©2007 Prentice Hall

6. Micro level & Macro level OB Micro Level OB Individual, Interpersonal and Group Behaviors Macro Level OB How human systems and organized, structured and controlled Also called organizational theory ©2007 Prentice Hall

7. Open vs. Closed Systems Open System Closed System Permits the free flow of information into and out of the organization Restricts information flow ©2007 Prentice Hall

8. What economic and social issues challenge today’s organizational leaders? • Globalization • The changing nature of work • The complex workforce ©2007 Prentice Hall

9. Globalization • Movement of trade, resources and personnel across borders and regions • Mixed opinion on its benefits • Affects: • The nature of the work • Location of jobs • How companies manage people ©2007 Prentice Hall

10. The changing nature of work • Job growth: • Primarily in small and new companies • Most will work for others • Education and health services will be strongest • New grads in high demand • Job disruption: downsizing, outsourcing, productivity increases • Contingent jobs are temporary ©2007 Prentice Hall

11. The complex work force • Diversity is increasing • Factors that affect organizations: • Aging workforce & the Millennial generation • Gender representation • Racial diversity • Literacy • Employability • Union representation ©2007 Prentice Hall

12. What organizational processes help companies compete in the modern economy? • Relying on teams • Innovations in attracting and keeping employees • Adaptations in organizational design ©2007 Prentice Hall

13. Adaptations in organizational design • Boundaryless organization • Employee empowerment • Process improvements • Organizational learning • Innovative culture • Adopt new forms ©2007 Prentice Hall

14. What will your career be like in modern organizations? • A complex and fast-paced business world will require you to be adaptable • OB skills will be necessary as businesses change • Recruiters value OB skills • The special case for ethics ©2007 Prentice Hall

15. Career Paths • Primary labor market: • Professional, managerial type jobs • Higher incomes, relative security, good benefits • Secondary labor market: • Little or no advancement possible • Lower incomes, little security, few benefits ©2007 Prentice Hall

16. Career Patterns Steady State Career Lifetime employment in one job Change employers infrequently Spiral Career Follow a variety of interests around one core skill set Transitory Career Move among many different unrelated positions Linear Career Stay within the same profession but change jobs and companies fairly frequently ©2007 Prentice Hall

17. Career Anchors • Technical or functional competence • Managerial competence • Security and stability in your job • Creativity and entrepreneurship • Autonomy and independence in your work ©2007 Prentice Hall

18. Career Stages Stage 5: Late Career Stage 4: Middle Career Stage 3: Early Career Stage 2: Organizational entry Stage 1: Preparation ©2007 Prentice Hall

19. Career Roles Independent Contributor You work in a key job with no subordinates Manager You manage others to meet organizational goals ©2007 Prentice Hall

20. How will mastering OB help you in your career? • Studying OB will help you: • Understand yourself • Become familiar with techniques for solving behavior-based organizational problems • See the complexity in organizations • Obtain the vocabulary and fundamentals for continuing study ©2007 Prentice Hall

21. Apply what you have learned • World Class Company: Netflix • Advice from the Pro’s • Gain Experience • Can you solve this manager’s problem? ©2007 Prentice Hall

22. Summary – What is OB • OB is the study of how people behave in organizations • OB is not HRM • OB helps managers solve practical problems • An organization is a system with inputs, processes and outputs ©2007 Prentice Hall

23. Summary – Issues that challenge leaders • Globalization • Changing nature of work: job growth, job disruption, and contingent jobs • Complexities of the workforce: age, gender, race, literacy, employability, and union representation ©2007 Prentice Hall

24. Summary – Organizational Processes • Foster innovation & high quality decision making • Rely on teams & improve the way they attract & retain workers • Emphasis on ethics • Adapting ©2007 Prentice Hall

25. Summary – Your Career • Career patterns • Career stages • Role choices • Career anchors • OB provides practical information and insights for your life in organizations ©2007 Prentice Hall