study notes for organization behavior, Slides of Organization Behaviour

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Chapter 1: What is

organisational behaviour?

Presentation prepared by

Ms Anna Stephens

University of Queensland

Learning Objectives

1. Define organisational behaviour
2. Explain why organisations exist
3. Discuss the role of managers in organisations
4. Discuss some of the key issues affecting

organisations today

5. Explain why managers, and organisational

members generally, need a thorough

understanding of organisational behaviour

principles

Special characteristics of OB

Multidisciplinary basis

Applied focus

Contingency orientation

Emphasis on scientific inquiry

The performance equation

Organisations are mechanisms through which many

people combine their efforts and work together to

accomplish more than any one person could alone.

Objective 2: Why do organisations

exist?

Clear

Purpose

SYNERGY

Organisations as ‘open systems’

Managers in organisations

What is an effective manager?

Task performance: the quality and quantity of the

work produced.

Human resource maintenance: the attraction and

continuation of a capable workforce over time.

Managers in organisations

Managing task performance:

Productivity: A summary of task performance that

also accounts for resource use.

Value-added managers: Managers enabling work

units to achieve high productivity and

improvements in ‘bottom line’ performance.

The management process

Objective 3: Contemporary themes in

organisational behaviour

What are the key issues affecting organisations?

Globalisation

Changing nature of work and workforce

Changing nature of employment relationship

Managing change (process re-engineering)

Changing nature of work

Technology has emerged as an ever-present,

dominant force in our lives.

Knowledge-based economy

Knowledge management

Brain drain

Changing nature of the workforce

Workforce diversity: a workforce consisting of a

broad mix of workers from different racial and

ethnic backgrounds, of different ages and genders,

and of different domestic and national cultures.

Dimensions of national culture

(Hofstede 1988)

Changing nature of the workforce

• Age - Possible labour shortage - Loss of organisational memory - Generational differences: different values, less loyalty,

greater mobility, changing technical skills.

• Gender - Increasing number of women entering workforce - Increasing numbers of women in senior positions - Breaking down of traditional idea that some jobs are

gender specific.