Please enable JavaScript.
Coggle requires JavaScript to display documents.
The World of Organizational Behaviour - Coggle Diagram
The World of Organizational Behaviour
Introduction
OB : The study of what people think, feel and do in and around organisations
Organizations : Groups of people who work interdependently toward some purpose
Important of OB
Able to predict behavior
Satisfy the need to understand and explain behavior
Influence behaviour—get things done
OB improves an organisation’s financial health
Perspective of Organizational Effectiveness
Open systems perspective
A perspective that holds that organizations depend on the external environment for resources and internal subsystem
Organizational learning perspective
An organisation’s capacity to acquire, share, use and store valuable knowledge
Organization look at knowledge as resource which also known as intellectual capital
Organisational Learning Processes
Knowledge Acquisition
Knowledge Sharing
Knowledge Use
Knowledge Storage
Intellectual Capital
Human Capital
Knowledge that people possess and generate that employees carry around in their heads
Structural Capital
Knowledge captured in systems and structures such as documentation of work procedures
Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
The Human Capital Advantage
Employee knowledge, skills and abilities
Competitive advantage because:
Helps discover opportunities and minimise threats in the external environment
Rare and difficult to imitate
Non-substitutable: not easily replaced by technology
Stakeholder perspectives
Stakeholders: entities who affect or are affected by the firm’s objectives and actions
Challenges with stakeholder perspective:
Stakeholders have conflicting interests
Firms have limited resources to satisfy all stakeholder needs
Values and Ethics
Values : Relatively stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations
Ethics : Moral principles and values, determine whether actions are right or wrong and outcomes are good or bad
High performance work practices
Workplace practices that leverage the potential of human capital
Four HPWPs (likely others)
Employee involvement
Job autonomy
Employee competence (training, selection)
Reward performance and competencies
Workforce diversity
Need to ‘bundle’ practices because they work best together
contemporary challenges Organizations
Globalization
Economic, social and cultural connectivity with people in other parts of the world
Improved communication and transportation systems have increased globalisation
Effects of globalisation on organisations
Cost efficiencies, innovation, knowledge
Increasing diversity
Increasing competitive pressures
Increasing workforce diversity
Surface-level vs. deep-level diversity
Implications
Better knowledge, decisions, representation, financial returns
Manage challenges of diversity (e.g. teams, conflict)
Employment issues
Work–life balance
Minimising conflict between work and non-work demands
Virtual work
Using information technology to perform one’s job away from the traditional physical workplace
Teleworking: issues of social isolation, emphasis on face time, employee self-leadership