麦克沙恩《组织行为学》7ePPTIPPTChap001

Retain intellectual capital by:
Keeping knowledgeable employees Transferring knowledge to others Transferring human capital to
structural capital
Successful companies also unlearn
health OB is for everyone
1-4
Organizational Effectiveness
The ultimate dependent variable in OB
Old approach – achieving stated goals
Problem with goal attainment
1-7
Open Systems Perspective
•Raw materials •Human
resources
•Information •Finances •Equipment
subsystem
Technological subsystem
Accounting subsystem
TErnaginneesrifnorming inputs to outputs
Ethics
Moral principles/values, determine whether actions are right/wrong and outcomes are good or bad
1-16
Stakeholders and CSR
Stakeholder perspective includes corporate social responsibility (CSR)
g
subsystem
Managerial subsystem
Marketing /Sales
subsystem
External Environment
•Products/services •Shareholder
dividends
•Community support •Waste/pollution
Knowledge Sharing
• Communicating • Info systems • Internal learning
• Training • Observing
Knowledge Use
• Awareness of knowledge
• Sense making (locating knowledge)
1-2
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
1-3
Why Study OB?
Satisfy the need to understand and predict Helps us to test/improve personal theories Influence behavior – get things ne OB improves an organization’s financial
1-14
Stakeholder Perspective
Stakeholders: entities who affect or are affected by the firm’s objectives and actions
Personalizes the open systems perspective
Economy, society, environment
1-17
Globalization
Economic, social, and cultural connectivity with people in other parts of the world
Due to better communication and transportation systems
Effects of globalization on organizations
Larger markets, lower costs, more innovation Increasing diversity Increasing work intensification, less work-life
Challenges with stakeholder perspective:
Stakeholders have conflicting interests
Firms have limited resources to satisfy all stakeholder needs
1-15
Stakeholders: Values and Ethics
balance (24/7 schedule)
1-18
Increasing Workforce Diversity
Surface-level vs deep-level diversity
Intellectual Capital
Human Capital
Knowledge that people possess and generate
Structural Capital
Knowledge captured in systems and structures
Relationship Capital
Could set easy goals Company might achieve
wrong goals
1-5
Four Perspectives of Organizational Effectiveness
Open Systems Perspective Organizational Learning Perspective High-Performance WP Perspective
Effective organizations
Maintain a close “fit” with changing conditions Transform inputs to outputs efficiently and flexibly
Foundation for the other three organizational effectiveness perspectives
Stakeholder Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
1-6
Open Systems Perspective
Organizations are complex systems that “live” within, and depend on, the external environment
• Autonomy to apply knowledge
Knowledge Storage
• Human memory • Documentation • Practices/habits • Databases
1-11
Organizational Memory
The storage and preservation of intellectual capital
Quicken Loans
Quicken Loans has become one of America’s most successful companies through high involvement, a focus on creativity, a strong culture, and other effective organizational behavior practices.
Values and ethics prioritize stakeholder interests
Values
Stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations
Need to “bundle” them – work best together
1-13
Corporate Social Responsibility at MTN
At MTN Group, Africa’s largest mobile (cell) phone company, employees help the community and environment through the company’s award-winning “21 Days of Y’ello Care” program. This photo shows MTN employees painting schools during a recent Y’ello Care event.
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Introduction to the Field of Organizational Behavior
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