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EMBA 709

EMBA 709. ORGANIZATIONAL BEHAVIOR. COURSE OBJECTIVES. A cognitive understanding of behavior in different contexts and An ability to undertake those activities. Methodology : Topical Lecture Abstract Presentations Experiential Exercise Case Analysis. COURSE PHILOSOPHY.

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EMBA 709

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  1. EMBA 709 ORGANIZATIONAL BEHAVIOR

  2. COURSE OBJECTIVES • A cognitive understanding of behavior in different contexts and • An ability to undertake those activities. • Methodology: • Topical Lecture • Abstract Presentations • Experiential Exercise • Case Analysis

  3. COURSE PHILOSOPHY "I never teach my pupils; I only attempt to provide the conditions in which they can learn." Albert Einstein "Tell me and I'll forget, show me and I may remember, involve me and I'll understand." Chinese Proverb “Executives learn best from one another” Harvard EMBA Brochure

  4. COURSE PHILOSOPHY "I never teach my pupils; I only attempt to provide the conditions in which they can learn." Albert Einstein "Tell me and I'll forget, show me and I may remember, involve me and I'll understand." Chinese Proverb “Executives learn best from one another”

  5. COURSE EXPECTATIONS • Reading • Participation 30% • Case Analyses 25% • You choose the four • 3 of the first 5 • Jensen Shoes 1 & 2 = 1 Case • Final 25% • Group Project 20%

  6. INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

  7. WHAT IS ORGANIZATIONAL BEHAVIOR • The multi-disciplinary study of people, groups, and their behavior and interactions in organizations. • Why? • Facilitates predicting employee behavior • Including employee responses to managerial actions. • Facilitates understanding employee behavior • Facilitates maintaining and changing employee behavior • What influences behavior?

  8. SCIENTIFIC MANAGEMENT • Soldiering • People are rational, economic beings that will act on their own interests. • Goal? • Four steps • Break the job down • Scientifically select and train • Repetition • Supervise employees • Monitor employees • Piecework • Plan the work

  9. SCIENTIFIC MANAGEMENT:EVALUATION • Limitations? • Contributions?

  10. Human Relations Movement:The Hawthorne Studies ILLUMINATION STUDY WIRING ROOM STUDY • Tested the impact of lighting on productivity • Uncovered the “Hawthorne Effect” • Workers produced more because managers paid attention to them. • Shifted management focus from purely economic to humanistic • Tested the influence of individual and group behavior • Workers’ output influenced by: • Group norms • Social pressures • Informal organization • Impetus for field of organizational behavior

  11. HUMAN RELATIONS ASSUMPTIONS • Individual attitudes and behaviors are important • Organizations are social systems • Our behavior is shaped by the social context • Informal work group may have a stronger impact on behavior than management actions and economic rewards • Jobs should enable people to develop and grow • Basic Principle • Job satisfaction = Productivity

  12. McCGREGOR’S THEORY THEORY Y THEORY X

  13. HUMAN RELATIONS:EVALUATION • Limitations? • Contributions?

  14. Process Inputs Outputs Environment MODERN THEORIES • Contingency Perspective • Systems Perspective • Interrelated elements functioning as a whole • Organizations are open systems

  15. Interpersonal Influence and Group Behavior Organizational Processes The Individual THE ORGANIZATION’S ENVIRONMENT • Group behavior and work teams • Intergroup conflict and negotiations • Organizational power and politics • Communication • Skills & Abilities • Perception • Personality • Attitudes • Values • Leadership • Communications • Decision making • Reward System • Job Design INDIVIDUAL BEHAVIOR IN THE ORGANIZATION

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