Value Stream Map: A Visual Approach to Process Optimization
Working with people
1. Introduction to the Field of
Organizational Behavior
HAROLD B. PANGILINAN
Ed.D. - IEM
2. What are Organizations?
Groups of people who work
interdependently toward
some purpose
Structured patterns of
interaction
Coordinated tasks
Work toward some purpose
4. Trends: Globalization
Economic, social, and cultural connectivity with
people in other parts of the world
Effects of globalization on organizations:
Greater efficiencies and knowledge sources
Ethical issues about economies of developing countries
New organizational structures and communication
Greater workforce diversity
More competitive pressure, demands on employees
5. Trends: Information Technology
Blurs temporal and spatial boundaries between
employees and organizations
Re-designs jobs and power relationships
Increases value of knowledge management
Supports telecommuting
Supports virtual teams
6. Telecommuting
An alternative work arrangement where employees
work at home or remote site, usually with a
computer connection to the office
Tends to increase productivity and empowerment,
reduce stress and costs
Problems with lack of recognition, lack of social
interaction
7. Trends: Changing Workforce
Primary and secondary diversity -- but concerns
about distinguishing people by ethnicity
More women in workforce and professions
Different needs of Gen-X/Gen-Y and baby-boomers
Diversity has advantages, but firms need to adjust
8. Trends: Employment Relationship
Employability
“New deal” employment relationship
Continuously learn new skills
Contingent work
No contract for long-term employment
Free agents, temporary-temporaries
Minimum hours of work vary
9. Employability vs Job Security
Job Security
• Lifetime job security
• Jobs are permanent
• Company manages career
• Low emphasis on skill
development
Employability
• Limited job security
• Jobs are temporary
• Career self-management
• High emphasis on skill
development
10. Trends: Workplace Values & Ethics
Values are long-lasting beliefs about what is
important in a variety of situations
Define right versus wrong --guide our decisions
Values relate to individuals, companies, professions,
societies, etc.
Importance values due to:
Need to guide employee decisions and actions
Globalization increases awareness of different values
Increasing emphasis on applying ethical values
Ethics -- study of moral principles or values
11. Corporate Social Responsibility
Corporate Social Responsibility
Organization’s moral obligation toward its
stakeholders
Stakeholders
Shareholders, customers, suppliers, governments
etc.
Triple bottom line philosophy
Economic, Social & Environmental
14. Knowledge Management Defined
Any structured activity that
improves an organization’s
capacity to acquire, share,
and use knowledge for its
survival and success
16. • Awareness
• Empowerment
• Communication
• Communities of
practice
• Grafting
• Individual learning
• Experimentation
Knowledge
acquisition
Knowledge
sharing
Knowledge
use
Knowledge Management Processes
17. Organizational Behaviour
. . . a field of study that investigates the impact
that individuals, groups and structure have on
behaviour within organizations, for the purpose of
applying such knowledge toward improving an
organization’s effectiveness.
The Importance of Organizational Behavior
People as organizations
People as resources
People as people
19. Challenges at Workplace
Workplace
Organizational Level
• Productivity
• Developing Effective Employees
• Global Competition
• Managing in the Global Village
Group Level
•
Working With Others•
Workforce Diversity
Individual Level
• Job Satisfaction
• Empowerment
• Behaving Ethically
20. 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
21. Beyond Common Sense
Systematic Study
Looking at relationships, attempting to attribute causes and
effects and drawing conclusions based on scientific evidence
Behaviour is generally predictable
There are differences between individuals
There are fundamental consistencies
There are rules (written & unwritten) in almost every setting
22. Contributing Disciplines to the OB Field
Psychology
Sociology
Social Psychology
Anthropology
Political Science
28. 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.
29. The Historical Roots of Organizational Behavior
Scientific Management Era (early 1900s)
Frederick W. Taylor
Studied the efficiency and productivity of individual workers.
Systematically studied jobs to eliminate soldiering.
Promoted standardized job performance methods.
Implemented piece-rate based incentive pay systems.
Taylor’s innovations boosted productivity markedly.
Other Pioneers
Frank and Lillian Gilbreth
Henry Gantt
Harrington Emerson
30. Scientific Management
Positive Attributes
Facilitated job specialization and mass production.
Demonstrated to managers their role in enhancing
performance and productivity.
Negative Attributes
Labor opposed scientific management because its explicit goal
was to get more output from workers.
Critics argued that Taylor’s methods and ideas would
dehumanize the workplace and reduce workers to little more
than drones.
Theorists later argued that Taylor’s views of employee
motivation were inadequate and narrow.
31. The Historical Roots of Organizational
Behavior
Classical Organization Theory
This perspective was concerned with structuring organizations
effectively.
Whereas scientific management studied how individual
workers could be made more efficient, organization theory
focused on how a large number of workers and managers
could be organized most effectively into an overall structure.
32. Major Contributors to Classical
Organization Theory
Henri Fayol
French executive and engineer.
Lyndall Urwick
British executive.
Max Weber
German Sociologist.
Proposed a “bureaucratic” form of structure based on logic,
rationality, and efficiency that was assumed to be the most
efficient (universal) approach to structuring for all
organizations.
33. The Emergence of Organizational Behavior
Legacy of Scientific Management and Classical
Organizational Theory
Rationality, efficiency, and standardization were the central
themes of both scientific management and classic organization
theory.
The roles of individuals and groups in organizations were
either ignored or given only minimal attention.
The Hawthorne Studies (1927–1932)
Focused attention on the role of human behavior in the
workplace.
Led directly to the emergence of organizational behavior as a
field of study.
34. The Hawthorne Studies (1927–1932)
Involved two studies conducted by Elton Mayo at Western
Electric’s plant near Chicago:
The effects of lighting on productivity.
The effectiveness of a piecework incentive system.
The studies yielded surprising results:
In the lighting study, productivity went up because the
workers were singled out for special treatment.
In the incentive system experiment, social pressures caused
the workers to vary their work rates.
As a result of the Hawthorne studies, researchers concluded
that the human element in the workplace was more important
than previously thought.
35. The Emergence of Organizational Behavior
The Human Relations Movement
People respond primarily to their social environment.
Motivation depends on social, not economic needs.
Satisfied employees work harder than dissatisfied employees.
Douglas McGregor – Theory X and Theory Y
Abraham Maslow – Hierarchy of needs
Toward Organizational Behavior: The Value of People
Organizational behavior reached maturity as a field of study in
the late 1950s .
36. Contextual Perspectives on Organizational
Behavior
The Systems Perspective
A system is an interrelated set of elements that function
as a whole.
The Systems Approach
Provides a framework for understanding how the
elements of an organization interact among themselves
and with their environment.
37. Contextual Perspectives on Organizational
Behavior
The Universal Perspective
Suggests that whenever a manager encounters a
problem, a universal approach exists that will lead to the
desired outcome.
The Contingency Perspective
Suggests that whenever a manager encounters a
problem, the approach to use is contingent on other
variables.
39. Contextual Perspectives on Organizational
Behavior
Interactionalism: People and Situations
First presented in terms of interactional psychology, this view
assumes that individual behavior results from a continuous
and multidirectional interaction between the characteristics of
the person and the characteristics of the situation.
Interactionalism attempts to explain how people select,
interpret, and change various situations
40. There Are Few Absolutes in OB
Contingency
Variablesx y