Chapter 1 What is OB - Summary Organisational Behaviour/Organizational Behavior: Improving Performance and Commitment in the Workplace PDF

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Chapter1 What is OB 1.1 Define OB • Organizational Behavior o A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behavior of individuals and groups in organization o Related courses ▪ Human Resource • Field of study that focuses on the applications of OB theories and principles in organization ▪ Strategic management • Field of study devoted to exploring the product choices and industry characteristics that affect an organization’s profitability •

The role of management theory o Classical Approach ▪ Frederick Taylor • scientific management • aim increase efficiency • using scientific methods to design optimal and efficient work performance of tasks 1. study reduce time and motion 2. set up the standard working amount 3. performance related pay 4. functional foreman • thus, people learn it quickly and execute job quickly ▪ Max Weber • Bureaucracy 1. An organizational form that emphasizes the control and coordination of its members through a strict chain of command, formal rules and procedures, high specialization, and centralized decision making o Human relation Approach ▪ Human relations movement • Field of study that recognizes that the psychological attributes of individual workers and the social forces within work groups have important effects on work behavior • Means, how much the company cares about employees → make workers work harder

1.2&3 An integrative Model of OB & factors affect two primary OB outcomes Individual characteristic and group mechanisms 1. Personality, cultural value and ability 2. Teams, diversity and communication 3. Power, influence, and negotiation 4.

Leadership style, and behavior

Organizational Mechanism 1. Organizational structure 2. Organizational culture and change • •

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Individual mechanism 1. Job satisfaction 2. Stress 3. Motivation 4.

True, justice and ethics

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Learning and decision making

Individual outcomes 1. 2. 

Individual outcomes o Perform their job well and to remain member of an organization that they respect Individual mechanism: directly affect to individual outcomes

Job performance Organizational commitment

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Building a conceptual argument o Resource-based view –– A model that argues that rare and inimitable resources help firm maintain competitive advantage ▪ Rare • In short supply ▪ Inimitable • Incapable of being imitated or copied (= cannot be easily copied) • the reasons why people are inimitable 1. History –– experience, wisdom and knowledge that benefit the organization 2. Numerous small decisions –– small decision that people make every day 3. Socially complex resources –– resources created by people, such as culture, teamwork, trust and reputation o Good people are rare and not easily achievable. Therefore, valuable

1.4 Good and OB lead to profitable • Rule of one-eighth o The belief that at best on-eighth, or 12 percent, of organization will actually do what is required to build profits by putting people first How google is changed nature of work • Rule of one-eighth o The belief that at best on-eighth, or 12 percent, of organization will actually do what is required to build profits by putting people first...