MONASH
BUSINESS
ORGANIZATIONAL
BEHAVIOUR
MGW2230
CHIEF EXAMINER: DR PATRICIA LAU
Accredited by: Advanced Signatory:
1 2
READING FOR THIS WEEK
TEXTBOOK: CHAPTER 1
ESSENTIAL READING:
HEATH, C. & SITKIN, S. B. (2001). BIG-B
VERSUS BIG-O: WHAT IS ORGANIZATIONAL
ABOUT ORGANIZATIONAL BEHAVIOR?
JOURNAL OF ORGANIZATIONAL BEHAVIOR,
22(1), 43-58.
3 6
WHAT IS ORGANISATIONAL BEHAVIOUR?
“A FIELD OF STUDY THAT INVESTIGATES
THE IMPACT INDIVIDUALS, GROUPS, &
STRUCTURE HAVE ON BEHAVIOUR WITHIN
ORGANISATIONS, FOR THE PURPOSE OF
APPLYING SUCH KNOWLEDGE TOWARDS
IMPROVING AN ORGANISATION’S
EFFECTIVENESS”
(ROBBINS & JUDGE, 2019, PG.41-42)
7 8
INTRO TO ORGANIZATIONAL
BEHAVIOUR
THE AIM OF THIS WEEK’S TOPIC IS TO:
➢ DEFINE ORGANISATIONAL BEHAVIOUR (OB) & EXPLAIN
WHY IT IS USEFUL FOR UNDERSTANDING, PREDICTING
& INFLUENCING ORGANISATIONAL EVENTS
➢ EXPLORE HOW OB RELATES TO OTHER SUB-
DISCIPLINES OF MANAGEMENT & OTHER
BEHAVIOURAL SCIENCES DISCIPLINES
➢ IDENTIFY THE GLOBAL/ WORKPLACE TRENDS THAT
IMPACT ON ORGANISATIONAL BEHAVIOUR
➢ COMPARE THE 3 LEVELS OF ANALYSIS OF THE OB
MODEL
ACCORDING TO WIKIPEDIA (2020),
HUMAN BEHAVIOUR IS THE
RESPONSE OF INDIVIDUALS OR
GROUPS OF HUMANS TO
INTERNAL AND EXTERNAL
STIMULI.
SYSTEMATIC STUDY IN OB
SYSTEMATIC STUDY OF BEHAVIOR
• BEHAVIOR GENERALLY IS PREDICTABLE IF WE KNOW HOW
THE PERSON PERCEIVED THE SITUATION AND WHAT IS
IMPORTANT TO HIM OR HER.
EVIDENCE-BASED MANAGEMENT (EBM)
• COMPLEMENTS SYSTEMATIC STUDY.
• ARGUES FOR MANAGERS TO MAKE DECISIONS ON
EVIDENCE.
INTUITION
• SYSTEMATIC STUDY AND EBM ADD TO INTUITION, OR
THOSE “GUT FEELINGS” ABOUT “WHY I DO WHAT I DO”
AND “WHAT MAKES OTHERS TICK.”
• IF WE MAKE ALL DECISIONS WITH INTUITION OR GUT
INSTINCT, WE’RE LIKELY WORKING WITH INCOMPLETE
INFORMATION.
1
 BIG DATA:
WHY STUDY OB? BIG DATA:
WHY STUDY OB?

9 10

CONTRIBUTING DISCIPLINES
Many behavioral
sciences have
contributed to
the
development of
Psychology
Organisational
Behaviour
Social
Psychology

Anthropology
Sociology

12 13

TRENDS: GLOBALISATION
➢ORGANISATIONS EXTEND ACTIVITIES TO OTHER
PARTS OF THE WORLD
➢EFFECTS OF GLOBALISATION:
•DIFFERENT FORMS OF COMMUNICATION
•MORE DIVERSE WORKFORCE – DIFFERENT
CULTURES
•MORE COMPETITION, MERGERS, WORK INTENSIFICATION
AND DEMANDS FOR WORK FLEXIBILITY
•INCREASED FOREIGN ASSIGNMENTS
TRENDS: CHANGING WORKFORCE
➢CURRENT TRENDS:
•INCREASED RACIAL & ETHNIC DIVERSITY
•MORE WOMEN IN WORKFORCE
•GENERATIONAL DIVERSITY
•NEW AGE COHORTS (E.G. GEN-X, GEN-Y)
➢IMPLICATIONS:
•LEVERAGE DIVERSITY ADVANTAGE
•ADJUST TO THE NEW WORKFORCE

14 16

2
 OB POLL PERCENTAGE OF MEN AND WOMEN TRENDS: IMPROVING CUSTOMER
WORKING SERVICE

SOURCES: BASED ON U.S. BUREAU OF LABOR STATISTICS, “WOMEN IN THE LABOR FORCE: A DATEBOOK,” 2014,
WWW.BLS.GOV/OPUB/REPORTS/CPS/WOMEN-IN-THE-LABOR-FORCE-ADATABOOK-2014.PDF; AND U.S. BUREAU OF LABOR
STATISTICS, “ECONOMIC NEWS RELEASE,” 2013, HTTP://WWW.BLS.GOV/NEWS.RELEASE/ECOPRO.T02.HTM.

17 18

TRENDS: IMPROVING CUSTOMER TRENDS: IMPROVING CUSTOMER

SERVICE SERVICE

20 22

TRENDS: IMPROVING PEOPLE SKILLS TRENDS: WORKING IN NETWORKED

ORGANIZATIONS
OB concepts
and theories
•E.g: Team Dynamics • NETWORKED ORGANIZATIONS ARE ONE OF THE KEY
CHARACTERISTICS FOR ORGANIZATIONS OF FUTURE
• MOVING AWAY FROM TRADITIONAL HIERARCHY STRUCTURE TO
TEAM-BASED NETWORKED MODEL

People skills
•Team work skills • CHARACTERISTICS TO BUILD TEAM-BASED NETWORKED MODEL:
• TRANSPARENCY
• TRUST
• ABILITY TO MOVE AND ADAPT
Managerial
Effectiveness
•Achieve team targets • SHARED VALUES AND CULTURE
• ACCESSIBILITY TO INFORMATION, SUPPORT, AND
OPPORTUNITY

24 25

3
 TRENDS: USING SOCIAL MEDIA AT WORK
26
TRENDS: CREATING A POSITIVE WORK
ENVIRONMENT
• POSITIVE ORGANIZATIONAL SCHOLARSHIP IS
CONCERNED WITH HOW ORGANIZATIONS DEVELOP
HUMAN STRENGTH, FOSTER VITALITY AND RESILIENCE,
AND UNLOCK POTENTIAL.
• THIS FIELD OF STUDY FOCUSES ON EMPLOYEES’
STRENGTHS VERSUS THEIR LIMITATIONS, AS EMPLOYEES
SHARE SITUATIONS IN WHICH THEY PERFORMED AT THEIR
PERSONAL BEST.
29
DEVELOPING AN OB MODEL
OB MODEL HAS 3 LEVELS OF ANALYSIS
➢ EACH LEVEL IS CONSTRUCTED ON THE PRIOR LEVEL
31
TRENDS: ENHANCING EMPLOYEE
WELLBEING AT WORK
• THE CREATION OF THE GLOBAL WORKFORCE MEANS
WORK NO LONGER SLEEPS.
• COMMUNICATION TECHNOLOGY HAS PROVIDED A
VEHICLE FOR WORKING AT ANY TIME OR ANY PLACE.
• EMPLOYEES ARE WORKING LONGER HOURS PER WEEK.
• THE LIFESTYLES OF FAMILIES HAVE CHANGED—CREATING
CONFLICT.
• BALANCING WORK AND LIFE DEMANDS NOW
SURPASSES JOB SECURITY AS AN EMPLOYEE PRIORITY.
28
TRENDS: IMPROVING ETHICAL BEHAVIOR
• ETHICAL DILEMMAS AND ETHICAL
CHOICES ARE SITUATIONS IN WHICH
AN INDIVIDUAL IS REQUIRED TO
DEFINE RIGHT AND WRONG
CONDUCT.
• GOOD ETHICAL BEHAVIOR IS NOT SO
EASILY DEFINED.
• ORGANIZATIONS DISTRIBUTE CODES
OF ETHICS TO GUIDE EMPLOYEES
THROUGH ETHICAL DILEMMAS.
• MANAGERS NEED TO CREATE AN
ETHICALLY HEALTHY CLIMATE.
30