Contemporary Organizational Behavior: From Ideas to Action

1-1 TOPIC SUMMARY 1 Introduction to Organizational Behavior Topic Summary Learning Objectives: Describe organizational behavior and its importance Define the three levels of organizational behavior and the four organizational behavior processes. Describe and provide examples of different types of organizations. Present the skills needed to be effective in contemporary organizations and describe the three learning activities associated with gaining these skills. Apply concepts of organizational behavior to organizations. Copyright©2016 Education, Inc. 1-2 What is Organizational Behavior? LO 1: Describe organizational behavior and its importance The study of people and what people think feel and do within organizations. Copyright©2016 Education, Inc. 1-3 Three Levels of Organizational Behavior LO2: Define the three levels of organization behavior and the four organizational behavior processes Copyright©2016 Education, Inc. 1-4 {5C22544A-7EE6-4342-B048-85BDC9FD1C3A}A person with an extensive personal network that feels unrecognized at work Communication Motivation Persuasion Influence   A team that is fragmented with varying levels of commitment Team cohesiveness Team purpose   An organization with a toxic culture Organizational culture Communication Copyright©2016 Education, Inc. 1-5 Individual Processes Leading and Leadership Processes Interpersonal Processes Organizational Processes • Individual Characteristics • Learning • Perception • Culture • Change, Innovation, Stress • Corporate Social Responsibility, Ethics, Sustainability • Groups and Team s •- • Diversity and Communication • Leadership • Motivation -Persuasion, Influence, Impression management • Decision Making What is an organization? An entity where people interact and coordinate in order to achieve a purpose Copyright©2016 Education, Inc. 1-6 Types of Contemporary Organizations LO3: Describe and provide examples of different types of organizations {5C22544A-7EE6-4342-B048-85BDC9FD1C3A}Type of Contemporary     Organization Description Example Community of practice Group of people who share an interest in a topic and interact together on the topic Associations, international development, education Hybrid Form of organization that combines two or more forms. May consist of a team structure embedded in a formal hierarchical structure. Technology firm, some corporations Network An organization with a shared responsibility, equal status among members, and shaped more by the activities of its members than by its hierarchy Technology firms, craft organizations Bureaucratic An organization with specialized roles, and a command and control structure with formal hierarchy U.S. government agency, armed forces, some corporations Professional A public or private organization that consists of people with strong professional norms and similar professions Healthcare, law, and higher education Representative democratic An organization based on the principles of employee autonomy, participation, and even profit-sharing or shared ownership Credit unions, food-coop Copyright©2016 Education, Inc. 1-7 OB is Interdisciplinary Psychology Sociology Anthropology Economics Political Science Strategy Management Natural Science Copyright©2016 Education, Inc. 1-8 Grounded in Research: Qualitative Approaches Copyright©2016 Education, Inc. 1-9 Grounded in Research: Quantitative Approaches Copyright©2016 Education, Inc. 1-10 OB is Applied Seeks to: Answer organizational questions Solve problems Help organizations achieve goals Copyright©2016 Education, Inc. 1-11 Positive Organizational Outcomes Copyright©2016 Education, Inc. 1-12 Negative Organizational Outcomes Copyright©2016 Education, Inc. 1-13 The Contemporary Organization LO 4:Present the skills needed to be effective in contemporary organizations and describe the three learning activities associated with gaining these skills. Copyright©2016 Education, Inc. 1-14 Which Approach is Best? Copyright©2016 Education, Inc. 1-15 Who Benefits from Organizational Behavior? Everyone! Nearly all organizations rely on OB principles for training, leadership development, decision making, and organizational design. Copyright©2016 Education, Inc. 1-16 How Can Organizational Behavior Help You? Performance-based learning Learning activities Interpretive-based learning Expert contributions Practice-based learning Case studies and exercises Copyright©2016 Education, Inc. 1-17 Skills Necessary in Contemporary Organizations {5C22544A-7EE6-4342-B048-85BDC9FD1C3A}Adaptability and flexibility Organizational change, learning, individual characteristics Problem solving and critical thinking Individual characteristics, decision making, negotiation, learning Leadership Leadership, persuasion, influence and impression management Professionalism Individual characteristics, organizational culture, motivation, persuasion, influence, and impression management Teamwork Groups and teams, organizational culture, communication and diversity Communication Communication, perception, persuasion, influence, and impression management, negotiation, individual characteristics Innovation Individual characteristics, leadership, and organizational change and innovation Diversity Diversity, learning, organizational culture Ethics Skills Needed for the Changing Workplace Learning Learning, individual characteristics, perception, motivation Health and wellness choices Stress, motivation, individual characteristics Copyright©2016 Education, Inc. 1-18 Conclusion This topic summary will help you understand processes studied by the field of OB and how improving these processes may lead to improved individuals, groups, and organizations. Copyright©2016 Education, Inc. 1-19 Expert Contribution LO 5: Apply concepts of organizational behavior to organizations. Challenges of Leadership: The Relevance of Organizational Behavior David L. Bradford Stanford University Copyright©2016 Education, Inc. 1-20 The Changing World Increased Globalization Disruptive Technologies Increasing Interdependence Knowledge is Becoming Obsolete Copyright©2016 Education, Inc. 1-21 Redefinition of the Leader’s Role Copyright©2016 Education, Inc. 1-22 Dilemmas of Leadership Listen to others or decide on your own? Limits to the leader’s authority? Learning or performance? Evaluate me and I evaluate you. Copyright©2016 Education, Inc. 1-23 New Leadership Competencies Required Leadership (and not just management) competencies Developing the appropriate culture Change skills as part of the leader’s repertoire Interpersonal and team skills Influence competencies Copyright©2016 Education, Inc. 1-24 The Role of Organizational Behavior in Dealing with Leadership Dilemmas Copyright©2016 Education, Inc. 1-25 The Role of Experiential Learning Copyright©2016 Education, Inc. 1-26 Expert Contribution LO 5: Apply concepts of organizational behavior to organizations How Companies Keep on Winning: A System for Developing Global Leaders Robert Fulmer Duke Corporate Education Copyright©2016 Education, Inc. 1-27 Sustainable Competitive Advantage The Key? The leader who continues to learn themselves. Copyright©2016 Education, Inc. 1-28 The Strategic Perspective Copyright©2016 Education, Inc. 1-29 Awareness: Developing Multi-Polar Vision Step 1: Develop an awareness of leadership development programs used by others firms. American Productivity and Quality Center Price Waterhouse Cooper Shell Oil Copyright©2016 Education, Inc. 1-30 Anticipation: Seeing and Creating Your Organization’s Future Step 2: Continually focus on the future of one’s firm. Caterpillar Hewlett-Packard Copyright©2016 Education, Inc. 1-31 Action: Turning Plans into Reality Step 3: Turn plans into action. General Electric Johnson & Johnson Copyright©2016 Education, Inc. 1-32 Alignment: Building Systems for Success in Talent Management Step 4: Pay attention to how all “talent management” systems are integrated with corporate strategy. Johnson & Johnson General Electric PepsiCo Copyright©2016 Education, Inc. 1-33 Assessment: The Search for Meaningful, Consistent Measurement Step 5: Use relevant modes of measuring leadership performance. Peter Drucker Shell Caterpillar Cisco Copyright©2016 Education, Inc. 1-34 Copyright©2016 Education, Inc. 1-35