Bu 604 Session 1

1. Bu 604 Session 1 Purple&Gold

2. Agenda • Introduction to Bu 604 • Content and Class Format • Cases • Is OB Just Common Sense? • Putting Tools to Work - Case #1: Northwell • Next Session – Organizational Structure and Organizational Change

3. Objectives of BU 604 • Develop your skills in assessing and addressing individual, group & organizational level behaviour & performance • Improve your skills in problem identification, analysis and the development of actionable alternatives. • Increase awareness of how our implicit theories influence how we assess issues and make decisions. • Better understand how organizational behaviour integrates with other functional areas • Become better decision makers and implementers of change.

4. Course Materials • Robbins and Langton, Organizational Behavior: Concepts, Controversies, Applications • Cawsey and Deszca, Cases in Organizational Behaviour • Other Material in the Case Package

5. Teaching Methods • Cases • Class discussion • Simulation and role play • Video

6. Performance Expectations • Preparation • Active learning via collective involvement means all will be expected to prepare, attend, and participate • As professionals, participants are expected to submit assignments in a timely and high quality fashion • Deal rigorously with ideas, analysis and critique, but treat one another with respect and dignity

7. Field of Organizational Behaviour • Relevance of organizational behaviour to managerial work: • Provides perspective: an interdisciplinary & analytic approach • Open systems perspective • Contingency perspective • Deals with the interaction of people with situations • Fundamental concern for performance, effectiveness, and wellbeing

8. Is OB Just Common Sense? • When people work together in groups and know their individual contributions aren’t easily observed, they tend to put out less effort than when they work on the task alone. • TRUE • As morale or satisfaction among employees increases in an organization, overall performance almost always rises. • FALSE • In bargaining, the best strategy for maximizing long-term gains is seeking to defeat one's opponent. • FALSE • Most individuals do their best work under conditions of high stress. • FALSE

9. Model Assumptions • Organizations are dynamic entities • Organizational behaviour exists at multiple levels • Organizational behaviour does not exist in a vacuum • Have the characteristics of open systems

10. Organizational Congruence Model TRANFORMATION PROCESS OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVIDUAL LEVEL INPUT ENVIRONMENT (P.E.S.T.) RESOURCES HISTORY/ CULTURE Transformation Process Feedback Nadler, 1987

11. Dimensions of Environment • Simple Complex • Stable Dynamic

12. Organizational Congruence Model TRANFORMATION PROCESS INFORMAL STRUCTURE & PROCESS INDIVIDUAL OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVIDUAL LEVEL INPUT ENVIRONMENT (P.E.S.T.) RESOURCES HISTORY/ CULTURE S T R A T E G Y FORMAL STRUCTURE WORK Nadler, 1987

13. Organizational Congruence Model TRANFORMATION PROCESS INFORMAL STRUCTURE & PROCESS INDIVIDUAL OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVIDUAL LEVEL INPUT ENVIRONMENT (P.E.S.T.) RESOURCES HISTORY/ CULTURE S T R A T E G Y FORMAL STRUCTURE WORK Nadler, 1987

14. Individual Outcomes Group Level Outcomes Organizational Outcomes Performance Absenteeism Turnover Attitudes – withdrawal / commitment Norms & Identity Cohesion Performance Group Satisfaction Efficiency & Effectiveness Financial Performance Innovation Customer/Market Measures Culture, etc Organizational Output & Effectiveness

15. Congruence/Incongruence & Coordination/Integration? • Environmental Factors and Strategy? • Strategy and Various Transformational Components? • People - Formal Systems/Processes? • People - Tasks? • People - Informal Organization? • Formal Systems/Processes - Tasks? • Formal Systems/Processes - Informal Organization? • Tasks - Informal Organization? • Desired Outputs, and Transformational Components?

16. Flexibility External Focus Internal Focus Control Competing Values Framework

17. Exhibit 1-2 Skills in the New Workplace Flexibility Innovator Mentor Broker Facilitator Internal Focus External Focus Monitor Producer Coordinator Director Control

18. FLEXIBILITY HUMAN RESOURCE THINKING OPEN SYSTEMS THINKING EXTERNAL INTERNAL RATIONAL GOALS THINKING INTERNAL PROCESSES THINKING CONTROL

19. Northwell • Why was Northwell successful? What has changed? • What are the major and secondary strategic and management issues Northwell faces? • What are the strengths, weaknesses, opportunities & threats they face? • What does the application of an open systems analytic approach tell you about Northwell’s situation? • What should Claudia do?

20. Case Studies • Case are real world descriptions of an organizations dealing with real issues • There is no “one right answer” - however there are more thorough analyses and more insightful and valuable courses of action • Read the case quickly and then carefully • Think about the data, their source(s) and their quality

21. Case Method • Interpreting, discerning and prioritizing complex data • Listen/read carefully and don’t jump to conclusions • Careful analyses • Consider alternatives and decision criteria • Develop a recommended plan of action

22. Case Studies (cont.) • What is the Problem(s) vs symptoms or secondary problems? • Analysis - the application of theories and concepts to make sense of the data • Solution Criteria - what should we measure the alternatives and action plan against • Alternatives - what are the strategic choices vs the laundry list • Recommended Action Plan - the time ordered sequence of conditional actions • Word Limits and the Use of the Executive Summary & Exhibits

23. Dynamic Complexity • Constantly changing • Tightly coupled • Governed by feedback • Nonlinearity • History-dependent • Self-organizing • Adaptive • Characterized by trade-offs • Counterintuitive • Policy Resistant