2015/9/6

C. Ed Hsu 許介文
Experiences

• Adjunct Professor. 2003 – Spring 2005

Graduate School of Management, University of Maryland.
MBA Program, Marylhurst University.

• Lecture 2001-2012 (12 years) Health Management Faculty.

• Case discussion • FTE, Associate Professor.
• Video discussion University of Texas, Houston.
• Moodle quiz
• FTE, Assistant Professor.
University of Maryland, College Park. MD
C. Ed Hsu 許介文 老師 University of North Texas at Fort Worth, TX. 2

Academic Training Research in OB

Ph.D., Management & Policy in Healthcare
mgmt. University of Texas HSC, Houston. TX.
M. Law., Science and Technology Law.
Univ. of California Hastings Law @San Fran.
Practice
Associate Program Analyst, on EMR. St. Luke’s
Episcopal Hospital, Houston. TX.
Legislative Aide, Taiwan Congress. Taipei.
Managing Staff. Int’l Commission for the Blind.
New Taipei City.
Relevant OB areas: 1) Stress and Culture
Khuwaja S, Selwyn BJ, Kapadiab A, McCurd, Hsu CE (2012). Stresses
Associated with the Process of Adaptation to Host Culture: Pakistani Muslim
1)Organizational culture Adolescent Females Living in Houston, TX. J of Immigrant and Minority
& stress Health
2) Decision-making in healthcare organization
1)Behavior in
organization
Maffei RM, Dunn K, Hsu CE, Zhang J, Holmes, J (2012) Understanding
Behavioral Intent to Participate in Shared Decision-Making in Medically
Uncertain Situations, Methods of Information in Medicine. 2012;51(4):301-8.
2)Leadership
Leadership style in implementing IT projects
3)Qualitative study 3) Hsu CE, Chambers WC, Herbold JR, Calcote (2010) Towards Shared
Situational Awareness and Actionable Knowledge - An Enhanced Public
4)Interview/survey Health Informatics Paradigm for Keeping the Human in the Loop. Journal of
Homeland Security and Emergency Management, 7(1): 52
5)Law Health and culture
4) Lee S, Ma GX, Juon HS, Martinez G, Hsu CE, Bawa J (2011) Assessing the
Needs and Guiding the Future: Findings from the Health Needs Assessment in
13 Asian American Communities of Maryland in the United States. Journal of
Immigrant and Minority Health. 13(2): 395-401
Survey
5) Soto Mas F., Jacobson H, Olivarez, A, Hsu CE, H Juo (2011) Communicating
H1N1 risk to college students: a cross-sectional survey study, Journal of
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Homeland Security and Emergency Management. 9.1 4

Research: Leadership Expectations of the Class

Relevant OB Areas Research Articles

• Syllabus – a learning contract. 
1.Leadership * Military & contingency decision.
– Review of syllabus. 
Topical Hsu CE, Chambers WC, Herbold JR, Calcote (2010) Towards
areas: Shared Situational Awareness and Actionable Knowledge -
An Enhanced Public Health Informatics Paradigm for
Keeping the Human in the Loop. Journal of Homeland
1)Military leadership.
Transformational vs. Security and Emergency Management, 7(1): 52 • Complete reading assignment/watching video 
transactional leaders.

1)Fiedler contingency
before class for active classroom discussion. 
model.
Decision making in uncertainty
1)Vroom–Yetton decision Maffei RM, Dunn K, Hsu CE, Zhang J, Holmes, J • Participate and engage fully in class. 
model.
(2012) Understanding Behavioral Intent to
1)Conflict resolution and Participate in Shared Decision-Making in Medically – Every class session: 
Negotiation.
Uncertain Situations, Methods of Information in ask ONE question, provide ONE comment.
Medicine. 2012; 51(4):301-8.
• Complete quiz ‐ Moodle.  
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Scope of Presentation  Scope of Presentation (cont’)
1. Self introduction 2. Lecture: Overview ‐ O.B. Essentials

– Backgrounds. 3. Case video. 

– Professional Interests in Int’l MBA. 4. Case reading. 

– Plan for using your educational degree? 5. Ethical dilemma discussion.

7 6. Quiz: Moodle. 8

Objectives
1. Demonstrate the importance of interpersonal skills in the 
workplace.
Chapter 1 2. Define organizational behavior (OB).
3. Show the value to OB of systematic study.
4. Identify the major behavioral science disciplines that 
contribute to OB.
Week 1: What Is 5. Demonstrate why few absolutes apply to OB.
Organizational Behavior? 6. Identify the challenges and opportunities managers have in 
applying OB concepts.
O.B. 101
7. Compare the three levels of analysis in this text’s  OB model.
8. Learn classmates’ backgrounds, OB relevance and name.
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O.B. Defined Three Levels of OB Analysis

Apply knowledge of the impact of groups, 
individuals, and structures have on behavior of  Chapters 15 - 17
an organization.  

Purpose:  Chapters 9 - 14

Understand and predict human behavior, in 
order to improve organizational performance 
Chapters 2 - 8
and delivery.
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An OB Model
O.B.’s Value Propositions
Good people skills are important
 $: "Good places to work" have superior financial
performance.
 Talents:  Developing managers’ interpersonal skills 
helps attract and keep high‐performing employees.
 Happy:  There is a strong association between the 
quality of workplace relationships and employee job 
satisfaction, stress, and turnover.
 Social: Implement OB principles can foster social 
responsibility awareness.
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The Field of 
Organizational Behavior OB Foci
 Organizational behavior studies the  • Personality, emotions, attitude and values.
influence that individuals, groups, and 
• Motivation and leadership. 
structure have on behavior within  • Interpersonal communication.
organizations • Absenteeism/employment turnover.
 Its chief goal is to apply that knowledge 
• Productivity.
toward improving an organization’s  • Human performance.
effectiveness • Management.
• Conflict and negotiation. 

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Intuition vs. Systematic Study Systematic Study
• Intuition: your “gut feeling”, “hunch”  • Examines relationships. 
explanation of behavior.
• Attempts to attribute causes and effects.
• Systematic study improves ability to accurately 
predict behavior
 Assumes behavior is NOT random • Bases conclusions on scientific evidence:
 Results of observations are replicable.   Data is gathered under controlled conditions.
 Fundamental consistencies underlie behavior  Data is measured and interpreted in a 
 These can be identified and modified to reflect  reasonably rigorous manner.
individual differences
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Evidence‐Based Management Big Data

• Evidence‐based management: Bases  • Big data: Extensive use of statistical 

decisions on the best available scientific  compilation and analysis
evidence  Identify persistent and predictive statistics
 Create targeted marketing strategies 
 Complements systematic study. • Using big data for managerial practices
 Forces managers to become more   Define objectives, develop theories of causality, 
test the theories to see which employee activities 
scientific in their thinking. are relevant to the objectives 

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Contributing Disciplines 
to the OB Field Few Absolutes in OB: Contingency
• Difficult to make 
simple and accurate  Contingency Variable 
Micro: Psychology generalizations (Z)
• Independent 
The Individual
Variable (X)
• Human beings are 
• Dependent Variable 
complex & diverse In American Culture
(Y)
Social Psychology • Boss Gives “Thumbs 
Up” Sign, 
• OB concepts must 
reflect situational  Compliments
Macro:
Sociology conditions:  In Iranian or Australian 
Groups & contingency  Cultures
Organizations variables • Boss Gives “Thumbs 
Anthropology Up” Sign
OB IMBA NCKU Fall 2015
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Insulting ‐ “Up

Challenges and 
Responding to 
Opportunities for OB 
Economic Pressures
• Responding to economic pressures
• Responding to globalization • Effective management can be just as hard, if 
• Managing workplace diversity not harder, in ‘good’ economic times as in 
• Improving customer service ‘bad’ economic times 
• Improving people skills
• Working in networked organizations • Good management can be the difference 
• Enhancing employee well‐being at work between survival and failure
• Creating a positive work environment
• Improving ethical behavior
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Responding to Globalization Managing Workforce Diversity

• Here to stay: Increased foreign assignments
Workforce diversity:
• Working with people from different cultures organizations are becoming a more 
heterogeneous mix of people in terms of 
• Overseeing movement of jobs to countries with 
low‐cost labor gender, age, race, ethnicity, and sexual 
orientation.
• Adapting to differing cultural and regulatory
norms
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Improving Customer 
Service and People Skills Working in Networked Organizations

• The majority of employees in developed 
• Managers must adapt their skills and 
nations work in service jobs 
communication styles to succeed in a 
 They must know how to please their  networked organization
customers
• People skills are essential to success in 
today’s organizations

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Enhancing Employee  Creating a Positive 
Well‐Being at Work Work Environment

• The line between work and non‐work  • Positive organizational scholarship: how 
has blurred and managers are  organizations develop human strengths, 
increasingly dealing with conflicts that  foster vitality and resilience, and unlock 
arise between work and life away from  potential.
work.  Focus on what’s good about an 
organization, not what’s bad

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Crisis = Opportunity

危 機

=
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Improving Ethical Behavior Three Levels of OB Analysis

• Managers facing ethical dilemmas or ethical choices
are required to identify right and wrong conduct Chapters 15 - 17
 Difficulty: in a global economy where different cultures 
approach decisions from different perspectives

Chapters 9 - 14
• Companies promoting strong ethical missions: 
 Encourage employees to behave with integrity.
 Create ethically healthy climate with minimum ambiguity. 
Chapters 2 - 8

 Whistle‐blower vs. PC. 
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An OB Model
Take‐home for Managers
• Don’t rely on generalizations
• Use metrics and situational variables rather than 
“hunches” to explain cause‐and‐effect relationships
• Increase leadership potential by improving personal skills
• Improve technical and conceptual skills by staying current 
with trends like big data
• Recognize the role of organizational behavior on employee 
work quality and productivity
• Use organizational behavior to help design and implement 
change programs, improve customer service, and address 
the  work‐life balance conflict
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In Short … Summary
1. Demonstrated the importance of interpersonal 
• OB’s goal is to understand and predict  skills in the workplace.
human behavior in organizations. 2. Defined Organizational Behavior (OB).
• Fundamental consistencies underlie  3. Showed the value to OB of systematic study.
4. Identified the major behavioral science disciplines 
behavior. that contribute to OB.
• It is more important than ever to learn OB  5. Demonstrated how few absolutes apply in OB.
concepts. 6. Identified the major challenges and opportunities 
managers have in applying OB concepts.
• Both managers and employees must learn  7. Identified the three levels of analysis in OB.
to cope with temporariness.
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Discussion Video Discussion: HM Inc.
• What other • Herman Miller Organizational Behavior
disciplines 
OB include? – What OB component are discussed in the 
video?  Take home messages?
• At what unit
Of analysis?  – How H.M. responded to the challenges and 
opportunities in the business environment.  
E.g., globalization, competition, and 
diversity, etc? 
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Todo next week Contact

• Review Week 2 materials on the Moodle. 許介文
C. Ed Hsu, Ph.D., M. Law
• Update moodle info. Assistant Professor
• IMBA, NCKU
• Review Syllabus and confirm.
Email: cedhsu@mail.ncku.edu.tw
Tel: 06-275-7575 ext 53563
• Complete quizzes. Office: 雲平 8F Floor, #27815

• Identify group members.
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