Week 1 – Applied Business Management

1. Week 1 – Applied Business Management Course Introduction What is Organizational Behaviour? Marianne Marando

3. MRK360 – Applied Business Management Our plan for today: • A new course – why? • Introductions • Review course outline • Course expectations and topical outline Next Class: Chapter 1

4. What is Organizational Behaviour? Questions for Consideration • What is organizational behaviour? • What challenges do managers and employees face in the workplace of the 21st century? • How does knowing about organizational behaviour make work and life more understandable? • Isn’t organizational behaviour common sense? Or just psychology? • What are the building blocks to understanding organizational behaviour?

5. Organizational Behaviour . . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

6. Why Do We Study OB? • To learn about yourself and how to deal with others • You are part of an organization now, and will continue to be a part of various organizations • Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time • Some of you may want to be managers or entrepreneurs

7. Group Exercise In groups of three – try to group with people you don’t know • Introduce yourself to each other • The BEST job you’ve ever had • The WORST job you’ve ever had You will be introducing each other to the class!

8. Course Overview • Subject Outline/Topical Outline Evaluation • Tests – 2 of them – 20% each • Assignments – 4 of them – 5% each • Business Plan – 25% • Participation – 15%

9. Assignments – 20% • Will be handed out and completed (usually) in class on the day indicated in the topical outline • Some will be completed in groups, some individual • If you are not in class – you won’t be in a group – you will not be able to submit the assignment • Will be based on the chapters and material covered in previous weeks – you will not be able to complete the assignment if you have not completed the readings!

10. Participation – 15% • Participation DOES NOT equal attendance – so you can attend every single class and still score 0 on participation. • Participation is assessed by: • Participation in class discussions • Bringing relevant topics/newspaper articles to class for class discussion • Being prepared to discuss relevant newspapers brought in by others/professor

11. My Expectations • That you come to class prepared • That you participate, question and discuss • That you deliver things professionally and on time • That you have some fun

12. What you can expect from me • Be here and prepared • Available as a resource - quick response • Fair evaluation • Open to your ideas • Committed to your success • Have fun!

13. Chapter 1 Marianne Marando

14. Organizational Level • Productivity • Developing effective employees • Global competition • Managing in the global village Group Level • Working with others Workplace • Workforce diversity Individual Level • Job satisfaction • Empowerment • Behaving ethically Exhibit 1-1 Challenges Facing the Workplace

15. Today’s Challenges in the Canadian Workplace • Challenges at the Individual Level • Job Satisfaction • Empowerment • Behaving Ethically • Challenges at the Group Level • Working With Others • Workforce Diversity

16. Today’s Challenges in the Canadian Workplace • Challenges at the Organizational Level • Productivity • Developing Effective Employees • Absenteeism • Turnover • Organizational Citizenship • Competition From the Global Environment • Managing and Working in a Global Village

17. Productivity • Productivity • A performance measure including effectiveness and efficiency • Effectiveness • Achievement of goals • Efficiency • The ratio of effective work output to the input required to produce the work

18. Effective Employees • Absenteeism • Failure to report to work • Turnover • Voluntary and involuntary permanent withdrawal from the organization • Organizational citizenship behaviour • Discretionary behaviour that is not part of an employee’s formal job requirements, but is helpful to the organization

19. How Will Knowing OB Make a Difference? • For Managers • Knowing organizational behaviour can help you manage well and makes for better corporations. • Managing people well leads to greater organizational commitment. • Finally, managing well may improve organizational citizenship.

20. How Will Knowing OB Make a Difference? • For Individuals • What if I’m not going to work in a large organization? • The theories generally apply to organizations of any size. • What if I don’t want to be a manager? • To some extent, the roles of managers and employees are becoming blurred in many organizations. • While self-employed individuals often do not act as managers, they certainly interact with other individuals and organizations as part of their work.

21. Bottom Line: OB Is For Everyone • Organizational behaviour is not just for managers. • The roles of managers and employees are becoming blurred in many organizations. • Managers are increasingly asking employees to share in their decision-making processes rather than simply follow orders. • OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church.

22. Behavioural Contribution Unit of Output science analysis Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Psychology Performance appraisal Attitude measurement Employee selection Work design Work stress Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Sociology Formal organization theory Study of Organizational technology Organizational Group Organizational change Behaviour Organizational culture Behavioural change Attitude change Social psychology Communication Group processes Group decision making Organization system Comparative values Comparative attitudes Cross-cultural analysis Anthropology Organizational culture Organizational environment Conflict Political science Intraorganizational politics Power Exhibit 1-3 Toward an OB Discipline

23. The Rigour of OB • OB looks at consistencies • What is common about behaviour, and helps predictability? • OB is more than common sense • Systematic study, based on scientific evidence • OB has few absolutes • OB takes a contingency approach • Considers behaviour in context

24. Beyond Common Sense • Systematic Study • Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence • This means data are gathered under controlled conditions, and measured and interpreted in a reasonably rigorous manner—rather than relying on common sense.

25. Exhibit 1-4The Layers of OB The Organization Change Organizational culture Decision making The Group Leadership Power and politics Negotiation Conflict Communication Groups and teams The Individual Motivating self and others Emotions Values and attitudes Perception Personality

26. Summary and Implications • OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. • OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment. • OB uses systematic study to improve predictions of behaviour.