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Notes people and performance
- Instelling
- Millikin University
Notes people and performance
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MG 300 People and performanceOrganizati onal behavior
Course Component Weight Grade
Participation and Attendance 10% 100%
Assignments 20%
Quizzes 25%
Exam 1 15% 86%
Exam 2 15% 80%
Exam 3 15%
Total 100%
- Exams: face-to-face, could be online as well
Week 1
Organizational behavior (OB)
- Studies what people think, feel, and do in and around organizations
- It teaches that there will be models and there will be theories, it gives a framework for
analyzing problems.
Organizations
- Groups of people who work interdependently toward some purpose.
Organized relationship
- Requires; communication, coordination and collaboration
Organizational effectiveness
- An ideal state in which an organization has a good fit with its external environment,
effectively transforms inputs to outputs through human capital, and satisfies the needs of
key stakeholders
Agile
- Is an iterative approach to project management and software development that helps teams
deliver value to their customers faster and with fewer headaches. Instead of betting
everything on a "big bang" launch, an agile team delivers work in small, but consumable,
increments.
Open systems
1
, - The view that organizations depend on the external environment for resources, affect that
environment through their output, and consist of internal subsystems that transform inputs
to outputs
Organizations as open systems
- Organizations need to produce something to exist. There needs to be some input to create
an outcomes.
- Feedback can be on more stuff than just the product, like the way it’s produced or about
management.
Human capital
- Refers to the knowledge, skills, abilities, creativity, and other valued resources that
employees bring to the organization.
- Human capital improves organizational effectiveness.
- Employees will stay if they feel that the companies invest in them.
Effectiveness vs. efficiency
- Effectiveness, it work
- Efficiency, how good does it work
Stakeholders and shareholders
- Stakeholders, have an interest in an organization
- Shareholders have an ownership in an organization
- Organizations are more effective when they understand, manage, and satisfy stakeholder
needs and expectations.
- Stakeholders need to get something, especially if they stay for a longer period of time.
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:
o Economic;
o Society;
o Environment.
2
,An integrative model of organizational behavior
- Inputs, technology can sometimes drive the structure and can definitely change the culture
within a organization.
- Strategy is long term, growth strategy is the only one that is politically correct.
- Teams/interpersonal, a group of people can do more together than a individual. Especially if
you assemble the team together correctly, individuals that have a different view and
specialties.
- Two way arrow, back and forth feedback.
- Outcomes
Organizational behavior anchors
- Evidence-based management, the practice of making decisions and taking actions based on
research evidence. Takes a lot of time but works.
- People keep looking at what is new in the world, the business major is still quite a new
major.
- Good planning consist, predict a lot of different outcomes and make a plan around it.
3
, - Focus, follow-through
Emerging workplace: inclusive workplace
- A diverse workforce, diversity of opinion, age, cultural background etc.
- How do people address things, psychological differences.
Boundary management
- Creep, when work creeps in your non-work time.
Inclusive workplace
- a workplace that values people of all identities and allows them to be fully themselves while
contributing to the organization.
Surface-level diversity
- The observable demographic or physiological differences in people, such as their race,
ethnicity, gender, age, and physical disabilities
Mars model of individual behavior
- M = Motivation
o Internal forces that affect a person’s effort for voluntary behavior:
Direction, Intensity and Persistence
- A = Ability
o Aptitudes and learned capabilities required to successfully complete a task
person – job matching: Selecting, Developing and Redesigning
- R = Role perception
o Understand the job duties expected of us, so the job performance is more proficient,
better coordinated with others and higher motivated.
- S = Situational factors
o Any context beyond person’s immediate control
two influences of situation on behavior: Constraint or facilitator and Cues
Organizational citizenship behaviors (OCBs)
- Cooperation with or helpfulness, supports work context
- OCBs are directed toward individuals and organization
- Some OCBs are discretionary, others implicit job requirement
- OCBs have potential negative consequences
4
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