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Lecture 1

MHR 405 Lecture 1: Chapter 1 – Introduction to the Field of Organizational Behaviour

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Human Resources
MHR 405
Sathy Sritharakumar

Jonathan Young 1 CMHR405 – Lecture 1 May 1, 2017 Dr. S Srithar Ted Rogers School of Management at Ryerson University Chapter 1 – Introduction to the Field of Organizational Behaviour • The Field of Organizational Behaviour o Organizational Behaviour (OB) is the study of what people think, feel, and do in and around organizations. o Organizations are groups of people who work interdependently towards some purpose. ▪ Collective Entities are people interacting with each other in an organized way. ▪ Organizations have a collective sense of purpose (i.e. developing internet products or designing better aircraft) • Historical Foundations of Organizational Behaviour o OB emerged as a distinct field around the early 1940s o Organizations have been studied longer ▪ Plato – Leadership ▪ Confucius – Ethics and Leadership ▪ Elton Mayo – “Human Relations” school • Why Study OB o Helps us make sense of and predict our world ▪ Question personal beliefs/assumptions ▪ Adopt more accurate models of workplace behaviour o Knowledge/tools to work with others o Organizational behaviour is for everyone ▪ Helps everyone, not just managers o OB and the bottom line ▪ OB practises affect organization’s survival and success • Organizational Effectiveness o The ultimate dependent variable in OB o Old approach – achieving stated goals o Problem with goal attainment ▪ Could set easy goals ▪ Company might achieve wrong goals • Four Perspectives of Organizational Effectiveness o Open Systems Perspective o Organizational Learning Perspective o High Performance WP Perspective o Stakeholder Perspective • Open Systems Perspective o Organizations are complex systems that “live” within, depend on, external environment ▪ Organizations have subsystems to transform inputs to outputs o Effective Organizations ▪ Maintain a close “fit” with changing conditions ▪ Transform inputs to outputs efficiently and flexibly Created on: 2017-05-01 3:03:00 PM | Printed on: 2017-05-01 4:07:00 PM Created by: [email protected] | Document Name: bd16391ad0010e16b101bc06d7b81c Jonathan Young 2 o Foundations for the three organizational effectiveness perspectives • • Organizational Learning Perspective o An organization’s capacity to acquire, share, use, and store valuable knowledge o Consider both stock and flow of knowledge ▪ Stock: Intellectual Capital ▪ Flow: Organization learning processes of acquisition, sharing, use, and storage • Intellectual Capital Human Capital Knowledge that people possess and generate Structural Capital Knowledge embedded in systems Relationship Capital Value derived from relationships with customers, supplies, etc. • Organizational Learning Processes Knowledge Acquisition Knowledge Sharing Knowledge Use Knowledge Storage Learning Communicating Awareness of Human Memory Knowledge Scanning Info Systems Sense Making Documentation (Locating Knowledge) Grafting Internal Learning Autonomy to Apply Practises/Habits (Learning, Observing) Knowledge Experimenting -- -- Databases • Organizational Memory o The storage and preservation of intellectual capital o Retain intellectual capital by:
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