What is its ambit ?
More and more companies are looking for employees with emotional intelligence, not just technical smarts. Globalization has become the mantra of corporate survival. Coworkers aren't down the hall; they're at the other end of an Internet connection. Chances are they live somewhere else on the planet.
Organizational Behavior describes theories and concepts in the context of current and emerging workplace realities. It is a vast filed that is extremely important to HR Professionals. In its ambit of operation , we learn that telecommuters experience a new type of organizational politics, that clashing corporate cultures can sink a global merger, and that the Internet is driving fundamental changes in the way organizations are structured. You could further engage in a discussion on emerging concepts that are reshaping the field of organizational behavior, such as knowledge management, emotional intelligence, and appreciative inquiry.
Emerging Issues and Concepts
Organizational Behavior in a modern context highlights emerging issues and concepts in this rapidly changing work environment. For example, you may wish to understand how self-leadership is replacing the traditional carrot-and-stick approach to employee motivation and how the traditional topic of work attitudes has an increasing emphasis on workplace emotions , how the model of career development is being replaced by employability , and how network alliances are redrawing organizational structures.
Knowledge management is another emerging concept that flows throughout Organizational Behavior. You may also consider issues such as attracting and retaining employees , communicating across work units involving employees and improving quality and designing organizations .
Globalization, information technology, and ethics
Organizational Behavior also carefully integrates three other emerging workplace realities: globalization, information technology, and ethics. We need to be mindful to adopt a global perspective because we believe that the most interesting examples are found anywhere in the world, not just in USA or UK. You may want to further study how Hong Kong Telecom employees are developing their emotional intelligence, how Finland's Nokia has evolved from a manufacturer of toilet paper to a designer of high-tech cellular telephones, how Canada's Nortel is improving employee communication by tearing down the walls and turning its headquarters into a cityscape, and how Japan's Pan Pacific Hotel supports emotional labor by hiring for attitude. Organizational Behavior also emphasizes globalization through frequent discussion of diversity and cross-cultural issues.
I am attaching a power point that may be downloaded that gives and introduction to the subject.
In part 2 , I will deal with why people behave the way they do.
Hope this will be of some help to all HR Professionals.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
32More and more companies are looking for employees with emotional intelligence, not just technical smarts. Globalization has become the mantra of corporate survival. Coworkers aren't down the hall; they're at the other end of an Internet connection. Chances are they live somewhere else on the planet.
Organizational Behavior describes theories and concepts in the context of current and emerging workplace realities. It is a vast filed that is extremely important to HR Professionals. In its ambit of operation , we learn that telecommuters experience a new type of organizational politics, that clashing corporate cultures can sink a global merger, and that the Internet is driving fundamental changes in the way organizations are structured. You could further engage in a discussion on emerging concepts that are reshaping the field of organizational behavior, such as knowledge management, emotional intelligence, and appreciative inquiry.
Emerging Issues and Concepts
Organizational Behavior in a modern context highlights emerging issues and concepts in this rapidly changing work environment. For example, you may wish to understand how self-leadership is replacing the traditional carrot-and-stick approach to employee motivation and how the traditional topic of work attitudes has an increasing emphasis on workplace emotions , how the model of career development is being replaced by employability , and how network alliances are redrawing organizational structures.
Knowledge management is another emerging concept that flows throughout Organizational Behavior. You may also consider issues such as attracting and retaining employees , communicating across work units involving employees and improving quality and designing organizations .
Globalization, information technology, and ethics
Organizational Behavior also carefully integrates three other emerging workplace realities: globalization, information technology, and ethics. We need to be mindful to adopt a global perspective because we believe that the most interesting examples are found anywhere in the world, not just in USA or UK. You may want to further study how Hong Kong Telecom employees are developing their emotional intelligence, how Finland's Nokia has evolved from a manufacturer of toilet paper to a designer of high-tech cellular telephones, how Canada's Nortel is improving employee communication by tearing down the walls and turning its headquarters into a cityscape, and how Japan's Pan Pacific Hotel supports emotional labor by hiring for attitude. Organizational Behavior also emphasizes globalization through frequent discussion of diversity and cross-cultural issues.
I am attaching a power point that may be downloaded that gives and introduction to the subject.
In part 2 , I will deal with why people behave the way they do.
Hope this will be of some help to all HR Professionals.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
Dear Rakhi
Let us simplify it by saying that we are looking at OB decisions from certain frames or parameters that may bring about its own decion scenarios. Anchoring itself will be too complicated to deal with here but let me explain briefly or else we will enter into very lengthy analysis of each component which I believe is beyound the current scope.
What is the anchoring effect. Awareness of this effect is, logically, the first step toward obviating and/or removing the potential biases that may result from basing decisions on unreliable/irrelevant information.
Cognitive heuristics are mental mechanisms used to cope with the uncertainty and complexity of the decision-making environment . By reducing the amount of information taken into consideration, heuristics simplify and speed up the decision-making process .
Cognitive heuristics is particularly relevant in organizational behavior and managerial decision-making. Not only can this knowledge be useful to future managers in improving their own decision-making abilities, but it can also illuminate why bosses and subordinates make the decisions they make. But simply telling (i.e., lecturing) students about cognitive heuristics is not likely to be enough. An active demonstration of the anchoring bias that personally involves the students is more likely to unfreeze the decision-making process.
Anchoring is one such heuristic, where managers make a decision based on an initial parameter or parameters. The initial value(s) may be drawn from memory or experience, or may be supplied by others. When based on irrelevant or no longer pertinent information, faulty decisions are likely to result. When making forecasts, people often use the past as the starting point. While the past may be relevant, the environment may offer other pertinent clues to the future. Illuminating potential anchoring biases may enable decision-makers to consider what information they are considering.
If anchoring is successfully demonstrated, the decision maker is likely—at least in future decisions—to consider the possibility that s/he has permitted a potentially irrelevant or incorrect piece of information to anchor or bias the decision. This revelation may thereby result in a change in his/her decision-making behavior. If that change proves to be successful, refreezing will likely occur as the decision-maker incorporates knowledge of anchoring into future decisions.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
Let us simplify it by saying that we are looking at OB decisions from certain frames or parameters that may bring about its own decion scenarios. Anchoring itself will be too complicated to deal with here but let me explain briefly or else we will enter into very lengthy analysis of each component which I believe is beyound the current scope.
What is the anchoring effect. Awareness of this effect is, logically, the first step toward obviating and/or removing the potential biases that may result from basing decisions on unreliable/irrelevant information.
Cognitive heuristics are mental mechanisms used to cope with the uncertainty and complexity of the decision-making environment . By reducing the amount of information taken into consideration, heuristics simplify and speed up the decision-making process .
Cognitive heuristics is particularly relevant in organizational behavior and managerial decision-making. Not only can this knowledge be useful to future managers in improving their own decision-making abilities, but it can also illuminate why bosses and subordinates make the decisions they make. But simply telling (i.e., lecturing) students about cognitive heuristics is not likely to be enough. An active demonstration of the anchoring bias that personally involves the students is more likely to unfreeze the decision-making process.
Anchoring is one such heuristic, where managers make a decision based on an initial parameter or parameters. The initial value(s) may be drawn from memory or experience, or may be supplied by others. When based on irrelevant or no longer pertinent information, faulty decisions are likely to result. When making forecasts, people often use the past as the starting point. While the past may be relevant, the environment may offer other pertinent clues to the future. Illuminating potential anchoring biases may enable decision-makers to consider what information they are considering.
If anchoring is successfully demonstrated, the decision maker is likely—at least in future decisions—to consider the possibility that s/he has permitted a potentially irrelevant or incorrect piece of information to anchor or bias the decision. This revelation may thereby result in a change in his/her decision-making behavior. If that change proves to be successful, refreezing will likely occur as the decision-maker incorporates knowledge of anchoring into future decisions.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
Dear Prof. Lakshman,
It is gre8 Presentation . I would request you that if you have any activity on Introduction to organizational behavior where in i can touch base for the entire Introduction of OB . If you have any movie clippings where i can take the lead please help me with it . I will be greatful if you could also mark CC to
Regards
Sandip Kadam
PGDHR - Student
From India, Mumbai
It is gre8 Presentation . I would request you that if you have any activity on Introduction to organizational behavior where in i can touch base for the entire Introduction of OB . If you have any movie clippings where i can take the lead please help me with it . I will be greatful if you could also mark CC to
Regards
Sandip Kadam
PGDHR - Student
From India, Mumbai
Hi sir,
Good day, im in the hospitality business as a training officer. This year they have asked me to do something creative with the training approach. However, there has been many issues about oranizational behaviour. THank you for posting this kind of information. It is of great help to me.
From Philippines, Pasig
Good day, im in the hospitality business as a training officer. This year they have asked me to do something creative with the training approach. However, there has been many issues about oranizational behaviour. THank you for posting this kind of information. It is of great help to me.
From Philippines, Pasig
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