organizational behaviour
the study of what people think, feel and do in and around organizations
organizations =
groeps of people who work interdependently toward some purpose
3 levels of analysis of organizational behaviour
individual, tema/interpersonal, organization
organization 2 aspects
- people who work together in an organized way
- members have a collective sense of purpose
OB wanneer ontstaan
bestaat al lang, maar pas een organized discipline sinds WW2
why OB is important for you
- personal success in organizations
- better personal theories to predict and influence organizational events
- organizational behaviour is for everyone (everyone is a manager)
organizational effectiveness
the ultimate dependent variable
when are organizations effective?
- when they have a good fit with their external environment
- when they effectively transform inputs to outputs through human capital
- when they satisfy the needs of key stakeholders
organizations as open systems
organizations are complex organisms that depend on and interact with their environment. it is a permeable relationship.
closed systems
operate without dependence or interaction with an external environment
where do organizations get resources
from external environment
where does an organization consist of
numerous subsystems, that transform the incoming resources to output
what do organizations receive
feedback: about availability of resources, quality/appropriateness of transformation and the value of their outputs.
organization is effective when.. (1 reden)
they have a good fit with their external environment
what does good fit w/ external environment mean
organizations input, processes and output are aligned with the resources available in the external environemnt and with the needs and expectations of that environment
human capital
knowledge, skills, creativity and abilities that employees bring to a company.
Most important ingredient for transforming inputs to outputs!
enhancing organizational effectiveness via human capital (3 ways)
- developing employee skills and knowledge: directly improves their performance
- companies with superior human capital adapt quickly to a changing environment
- developing human capital -> investing and rewarding work -> employees more motivation
stakeholders wie?
customers, government, social groups, suppliers, stockholders, interested groups
values
stable, evaluative beliefs that guide our preferences for outcomes or coarses of action in a variety of situations.
(in organization: influences the way that organizations invest)
corporate social responsibility (CSR)
organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations.
triple-bottom-line philosophy
hoort bij corporate social responsibility.
aim to survive and be profitable in the marketplace (economic) but also improve situations for society (social) and environment.
anchors of organizational behaviour knowledge
- systematic research anchor: gebaseerd op research
- practical orientation anchor: het moet behulpzaam zijn voor organizations
- multidisciplinary anchor: import knowledge from other disciplines, do not just create your own
- contingency anchor: not every action will be applicable in every situation
- multiple levels of analysis anchor: individual/team/organization
evidence based management
making decisions based on scientific research
waarom is evidence based management lastig
- teveel informatie, wat is gebaseerd op research?
- OB research is altijd generic: dus wat in welke specifieke situatie gebruiken?
- sources of fads are rewarded for marketing their ideas, not for testing whether they work
- perceptual errors and bias
