Organizational Behaviour from an intercultural perspective.

1. Week 1

2. Agenda
Introductions Ice Breaker Expectations
Course
Outline
Textbook &
Resources
Chapter 1

3. Bhupesh Shah, B.Sc., MBA

4. How to reach me…
bhupesh.shah@senecac.on.ca or
416.491.5050 x6907
cell phone/SMS: 416.720.1205
ethnicomm
B3080
Mondays 1:00 pm – 2:30 pm;
Wednesdays 10:00 am – 12:30 pm or
by appointment
I ALWAYS make time for students! Please don’t hesitate to ask.

5. Please…

6. What Do I Expect From You?
Respect
• Politeness
• Honest,
constructive
feedback
• Don’t speak when
others are
speaking
• On-time for class
Hard work
• Read chapter
before class, do
homework
• Regular
attendance
• Participation
• Complete all
assignments, on
time

7. What do I expect from you?
• Ask questions
• Answer questions
• Give your point of view
• Discuss, debate
• Help others
Participation

8. Interactive Learning Process – Teams/Groups

9. Required Textbook: ISBN# 0558678955
Why You Need This Text:
 It will help you get a better
grade in this course
 You will be tested from this
material
 There will be required
homework assignments
 There will be required
reading
 You must be registered in
the online course to
receive a grade

10. Weekly Outline

11. Individual Report
10% (TBA)
Mid-Term Test
25% (Week 7 – Thursday class)
Quizzes
15% (3 @ 5% each)
Modes of Evaluation
Term Project (written report + presentation)
20% (schedule posted week 6)
Final Exam (All chapters, supplemental notes and country
project notes)
30% (Week of Dec 14th)

12. Academic Honesty
It is your responsibility to know,
understand, and follow Seneca’s
policies on Academic Honesty,
which forbid:
Cheating
Plagiarism
Falsification
Impersonation
Procurement

13. Academic Honesty
Penalties:
1st offence: “Zero”
grade and comment
placed on the
transcript
2nd offence: “F” in the
course, second
comment on transcript
plus suspension from
the College for at least
3 semesters
Imagesource: http://www.flickr.com/photos/laguna172/

14. Objectives
What is organizational behaviour?
Isn’t it common sense? Or just like psychology?
How does knowing about organizational behaviour
make work and life more understandable?
What challenge do managers and employees face
in the workplace of the 21st Century?

15. Organizational Behaviour
“A field of study that
looks at the impact
that individuals,
groups, and structure
have on behaviour
within organizations.”

16. Why Do We Study OB?
To learn about yourself
and others
To understand how the
many organizations you
encounter work
To become familiar with
team work
To help you think about
the people issues faced
by managers and
entrepreneurs

17. Importance of Interpersonal Skills
Technical
Skills

18. What Do We Mean by Organization?
“A consciously coordinated social unit,
made up of a group of people who
work together on common goals on a
relatively continuous basis.”
Source: www.senecasting.ca

19. Psychology
Sociology
Social psychology
Behavioural science Contribution Unit of analysis Output
Anthropology
Study of
Organizational
Behaviour
Organization
system
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Workdesign
Workstress
Group dynamics
Workteams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture
Organizational culture
Organizational environment
Behavioural change
Attitude change
Communication
Group processes
Group decision making
Group
Comparative values
Comparative attitudes
Cross-cultural analysis
Individual
Exhibit 1-1 Toward an OB Discipline

20. Break
10 minutes

21. The Rigour of OB
OB Looks at
Consistencies
• What is common
about behaviour,
and helps
predictability?
OB Looks
Beyond
Common Sense
• Systematicstudy,
based on scientific
evidence
OB Has Few
Absolutes
OB Takes a
Contingency
Approach
• Considers
behaviour in
context

22. OB Looks at Consistencies – behaviour is generally predictable and
the systematic study of behaviour is a means to making reasonably
accurate predictions.

23. Behaviour is
generally
predictable.
There are
differences between
individuals.
There are
fundamental
consistencies.
There are rules
(written and
unwritten) in almost
every setting.
OB Looks Beyond Common Sense – Systematic Study
Looking at
relationships,
attempting to
attribute causes
and effects and
drawing
conclusions based
on scientific
evidence

24. Exhibit 1-2 Research Methods in OB
Sources of
research
insight in
OB
Meta-Analysis
• using statistics to
pool results of
different studies
Field Studies
• in real life
organizations
Laboratory
Studies
• in simulated and
controlled settings Case Studies
• looking in depth at
single situations
Survey Studies
• using questionnaires
and interviews in
sample populations
Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4.

25. OB Has Few Absolutes
There are few simple and universal principles that explain
organizational behaviour.
Human beings are very complex.
Humans are not alike, which limits the ability to make simple,
accurate, and sweeping generalizations.

26. OB Takes a Contingency Approach
Considers behaviour within the context in which it
occurs.

27. Learning About Yourself Exercise – p25
1. Taking initiative
2. Goal setting
3. Delegating effectively
4. Personal productivity and
motivation
5. Motivating others
6. Time and stress management
7. Planning
8. Organizing
9. Controlling
10. Receiving and organizing
information
11. Evaluating routine information
12. Responding to routine information
13. Understanding yourself and others
14. Interpersonal communication
15. Developing subordinates
16. Team building
17. Participative decision making
18. Conflict management
19. Living with change
20. Creative thinking
21. Managing change
22. Building and maintaining a power
base
23. Negotiating agreement and
commitment
24. Negotiating and selling ideas

28. Learning About Yourself
Scoring Key
Director: 1, 2, 3 Mentor: 13, 14, 15
Producer: 4, 5, 6 Facilitator: 16, 17, 18
Coordinator: 7, 8, 9 Innovator: 19, 20, 21
Monitor: 10, 11, 12 Broker: 22, 23, 24
Source: Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming A Master Manager:A Competency Framework (New York:John Wiley & Sons, Inc. 1990), Chapter 1.

29. Exercise – interview me
Ingroupsof5
Introduce yourselves.
Pick an interviewer.
Decide on questions or
topics you want
interviewer to ask me.
Theinterview
Introduce interviewer
to me and the class.
Ask one question from
your list (we will go
around the groups
with one question at a
time).

30. IS OB Just for the Workplace?
Image source: brownmanclothing.com

31. Today’s Challenges in the Canadian Workplace
Individual
level
Group level
Organization
level

32. Today’s Challenges in the Canadian Workplace – individual level
Individual
Differences
Job Satisfaction
Motivation
Empowerment
Behaving Ethically
Imagesource: brownmanclothing.com

33. Today’s Challenges in the Canadian Workplace – group level
Working With
Others
Workforce Diversity

34. Today’s Challenges in the Canadian Workplace – organizational
level
Improving Quality and
Productivity
Developing Effective
Employees
Helping Employees with
Work-Life Balance
Creating a Positive Work
Environment
Global Competition
Managing and Working in a
Multicultural World

35. Developing Effective Employees
Putting people first generates a committed
workforce, and positively affects the bottom line.
People will work harder when they feel they have
“more control and say in their work.”

36. Managing and Working in a Multicultural World
Multinational corporations
are developing operations
worldwide.
Companies are developing
joint ventures with foreign
partners.
Workers are pursuing job
opportunities across
national borders.

37. Breakout Group Exercises
Consider a group situation in which you have worked.
To what extent did the group rely on the technical
skills of the group members vs. their interpersonal
skills? Which skills seemed most important in helping
the group function well?
Identifysome examples of “worst jobs.” What conditions
of these jobs made them unpleasant?To what extent
were these conditionsrelatedto behaviours of
individuals?

38. 38
Homework