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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Introduction tothe Field ofOrganizational Behavior,Copyright 2015 McGraw-Hill Education.All rights reserved.No reproduction or distribution without the prior written consent of McGraw-Hill Education.,Introduction tothe Field ofO,Quicken Loans,Quicken Loans has become one of Americas most successful companies through high involvement,a focus on creativity,a strong culture,and other effective organizational behavior,practices.,Quicken LoansQuicken Loans has,Organizational Behavior and Organizations,Organizational behavior,The study of what people think,feel,and do in and around organizations,Organizations,Groups of people who work interdependently toward some purpose,Collective entities,Collective sense of purpose,Organizational Behavior and Or,Why Study OB?,Satisfy the need to understand and predict,Helps us to test/improve personal theories,Influence behavior get things done,OB improves an organizations financial health,OB is for everyone,Why Study OB?Satisfy the need,Organizational Effectiveness,The ultimate dependent variable in OB,Old approach achieving stated goals,Problem with goal attainment,Could set easy goals,Company might achieve wrong goals,Organizational EffectivenessTh,Four Perspectives of,Organizational,Effectiveness,Stakeholder Perspective,High-Performance WP Perspective,Organizational,Learning Perspective,Open Systems Perspective,NOTE:Need to consider all four perspectives when assessing a companys effectiveness,Four Perspectives of Organiza,Open Systems Perspective,Organizations are complex systems that“live”within,and depend on,the external environment,Effective organizations,Maintain a close“fit”with changing conditions,Transform inputs to outputs efficiently and flexibly,Foundation for the other three organizational effectiveness perspectives,Open Systems PerspectiveOrgani,Products/services,Shareholder dividends,Community support,Waste/pollution,Technological subsystem,Marketing/Sales subsystem,Production subsystem,Culturalsubsystem,subsystem,subsystem,Purchasing subsystem,Engineering subsystem,Accounting subsystem,subsystem,Socialization subsystem,subsystem,Raw materials,Human resources,Information,Finances,Equipment,Feedback,Feedback,subsystem,subsystem,subsystem,Managerial subsystem,Transforming inputs to outputs,Open Systems Perspective,External Environment,Products/servicesTechnological,Organizational Learning Perspective,An organizations capacity to acquire,share,use,and store valuable knowledge,Need to consider both stock and flow of knowledge,Stock:intellectual capital,Flow:org learning processesof acquisition,sharing,use,and storage,Organizational Learning Perspe,Intellectual Capital,Relationship Capital,Value derived from satisfied customers,reliable suppliers,etc.,StructuralCapital,Knowledge captured in systems and structures,HumanCapital,Knowledge that people possess and generate,Intellectual CapitalRelationsh,Organizational Learning Processes,Knowledge Acquisition,Knowledge Sharing,KnowledgeUse,Knowledge Storage,Learning,Scanning,Grafting,Experimenting,Communicating,Info systems,Internal learning,Training,Observing,Awareness of knowledge,Sense making(locating knowledge),Autonomy to apply knowledge,Human memory,Documentation,Practices/habits,Databases,Organizational Learning Proces,Organizational Memory,The storage and preservation of intellectual capital,Retain intellectual capital by:,Keeping knowledgeable employees,Transferring knowledge to others,Transferring human capital tostructural capital,Successful companies also unlearn,Organizational MemoryThe stora,High-Performance Work Practices,Workplace practices that leverage the potential of human capital,Four HPWPs(likely others),Employee involvement,Job autonomy,Develop competencies(training,selection),Performance-based rewards,Need to“bundle”them work best together,High-Performance Work Practice,Corporate Social Responsibility at MTN,At MTN Group,Africas largest mobile(cell)phone company,employees help the community and environment through the companys award-winning“21 Days of Yello Care”program.This photo shows MTN employees,painting schools during a recent,Yello Care event.,Corporate Social Responsibilit,Stakeholder Perspective,Stakeholders:entities who affect or are affected by the firms objectives and actions,Personalizes the open systems perspective,Challenges with stakeholder perspective:,Stakeholders have conflicting interests,Firms have limited resources to satisfy all stakeholder needs,Stakeholder PerspectiveStakeho,Stakeholders:Values and Ethics,Values and ethics prioritize stakeholder interests,Values,Stable,evaluative beliefs,guide preferences for outcomes or courses of action in various situations,Ethics,Moral principles/values,determine whether actions are right/wrong and outcomes are good or bad,Stakeholders:Values and Ethic,Stakeholders and CSR,Stakeholder perspective includes corporate socia
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