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IntroductiontotheFieldofOrganisationalBehaviourMcShane-Olekalns-TravaglioneOBPacificRim3e1©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedWesfarmersLimitedWesfarmersOBpracticeshavehelpedWesfarmersLimitedtobecomethelargestprivate-sectoremployerinAustraliaandoneofthemostadmiredcompaniesintheregion.McShane-Olekalns-TravaglioneOBPacificRim3e2©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedOrganisationalBehaviourandOrganisations.Organisationalbehaviour•Thestudyofwhatpeoplethink,feel,anddoinandaroundorganisations.Organisations•GroupsofpeoplewhoworkinterdependentlytowardsomepurposeWesfarmersMcShane-Olekalns-TravaglioneOBPacificRim3e3©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedOBFoundations.Distinctfieldaroundthe1940s.OBconceptsdiscussedformorethan2000years.SomepivotalscholarsbeforeOBformedinclude:•MaxWeber•FrederickWinslowTaylor•EltonMayo•ChesterBarnard•MaryParkerFollettEltonMayoMcShane-Olekalns-TravaglioneOBPacificRim3e4©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedWhyStudyOB?.Satisfytheneedtounderstandandpredict.Helpustotestpersonaltheories.Influencebehaviour–getthingsdone.OBimprovesanorganisation’sfinancialhealth.OBisforeveryoneMcShane-Olekalns-TravaglioneOBPacificRim3e5©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedOldPerspectiveofOrganisationalEffectiveness.Goaloriented–effectivefirmsachievetheirstatedobjectives.Nolongeracceptedasindicatoroforganisationaleffectiveness•Couldseteasygoals•Somegoalstooabstracttoevaluate•CompanymightachievewronggoalsMcShane-Olekalns-TravaglioneOBPacificRim3e6©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedFourPerspectivesofOrganisationalEffectivenessOpen-SystemsPerspectiveOrganisationalLearningPerspectiveHigh-PerformanceWPPerspectiveStakeholderPerspectiveNOTE:Needtoconsiderallfourperspectiveswhenassessingacompany’seffectivenessMcShane-Olekalns-TravaglioneOBPacificRim3e7©2010TheMcGraw-HillCompanies,Inc.AllrightsreservedOpe
