OBHR101 Management of People at Work

G16
Prof Ma Kheng Min
 Online Learning Etiquette
• Be on time, we start and stop on time. Class will be ‘locked’ at 8.30am.

• Leave your webcam on when we are in session.

• Please only dial in with one device (preferably laptop or desktop) to avoid interference.

• Mute your microphone when you are not speaking to minimize background noise.

• Let’s work toward a collaborative session. Engage! Breakout rooms.

• We will take regular breaks to ensure we all stay focused: When we’re on, we’re on.

• We will use Classroom Response Systems (CRS) such as Wooclap, Kahoot!, Mentimeter.

• You will need pen and paper or a digital tool (WORD; Google document; Powerpoint) to
take notes and present.

• Warning: Do NOT record the session - not in the Meeting Room or in the Breakout Room!
 OBHR101 MPW
Learning Objectives

Overview of the field of Organization Behaviour (OB) to

help you understand, predict, and influence behaviour in
organizational settings.

Learn new ways of thinking about yourself as

individuals, as members of small teams and members of
large organizations.
 Topics
Organizational Behaviour (Ch 1)
Organizational Structure (Ch 13)
Organizational Culture (Ch 14)
Organizational Change (Ch 15)
Perceiving Ourselves and Others (Ch 3)
Emotions, Attitudes & Stress (Ch 4)
Employee Motivation (Ch 6)
Decision Making & Creativity (Ch 7)
Power and Influence (Ch 10)
Conflict and Negotiation (Ch 11)
Communications (Ch 9)
Learner-Centred Approach
• Read about and understand main OB concepts and principles.
• Apply OB concepts and principles to ‘real world’ problems and issues
to facilitate understanding.

Come to class prepared. Chapters assigned must be

read in advance, guided by learning/reading objectives.

Breakout Room Group Discussion

Case study Reflection Journal

Kahoot!, Wooclap, Mentimeter

Polls / MCQ / Matching / Word Cloud
 OBHR101 Management of People at Work

Recommended Textbook

Organizational Behavior: Emerging Knowledge. Global Reality.

9th Edition. 2021. International Student edition for use outside the
U.S. (ISBN: 978-1-260-57065-6) by Steven L. McShane & Mary Ann
Von Glinow.
CHAPTER ONE
Introduction to the Field of
Organizational Behavior
 Learning Objectives
After reading this chapter, students should be able to:
1. Define organizational behavior and organizations.

2. Explain why organizational behavior knowledge is important for you and for
organizations.

3. Discuss the anchors on which organizational behavior knowledge is based.

4. Summarize the workplace trends of diversity and the inclusive workplace,

work–life integration, remote work, and emerging employment
relationships.

5. Describe the four factors that directly influence individual behavior and
performance.

6. Summarize the five types of individual behavior in organizations.

© McGraw Hill
 Organizational Behavior and Organizations
Organizational behavior (OB):
• Studies what people think, feel, and do in and around organizations.

• Emerged as a distinct field around early 1940s, but topic has been
studied for more than 2,500 years.

Organizations
• Are groups of people who work interdependently toward some purpose.

• Are collective entities.

• Have collective sense of purpose.

© McGraw Hill
 How much do you know about OB?
• We are all able to give sensible reasons why the same statement
is either true or false.

• Common sense develops through unsystematic and incomplete

experiences with organizational behaviour.

• Management practice should be based on informed opinion and

systematic study! Evidenced based management involves
translating principles based on the best scientific evidence into
organizational practices. Making decisions based on the best
available scientific evidence from social science and
organizational research, rather than personal preference and
unsystematic experience.
 Importance of OB for You
OB is important for everyone.

Employers say OB skills are most important.

OB helps students adopt better personal theories to:

• Understand workplace events.

• Predict workplace events.

• Get things done by influencing and coordinating with others.

© McGraw Hill
 Importance of OB for Organizations
OB theories improve the organization’s effectiveness.

Organizational effectiveness is an ideal state in which

the organization:
• Has a good fit with its external environment (open system).

• Effectively transforms inputs to outputs (human capital).

• Satisfies the needs of key stakeholders.

© McGraw Hill
 Organizations as Open Systems

© McGraw Hill
 Human Capital as Competitive Advantage
Knowledge, skills, abilities, creative thinking, and other
valued resources that employees bring to the organization.
Human capital is:
• Essential for survival/success.
• Difficult to find or copy.
• Difficult to replace employees with technology.

Human capital improves organizational effectiveness.

• Directly improves individual behavior and performance.
• Performing diverse tasks in unfamiliar situations.
• Company’s investment in employees motivates them.

© McGraw Hill
 Organizations and their Stakeholders
Any entity who affects or is affected by the firm’s
objectives and actions.
Firms need to understand, manage, and satisfy
stakeholders.
Challenge: Conflicting interests and limited resources.
Values are relatively stable, evaluative beliefs that
guide preferences, courses of action.

© McGraw Hill
 Stakeholders and CSR
Corporate social responsibility (CSR): activities
intended to benefit society and the environment
beyond the firm’s immediate financial interests or
legal obligations.

Triple-bottom-line philosophy:
• Economic.
• Society.
• Environment.

© McGraw Hill
 Integrative Model of OB

© McGraw Hill
 Organizational Behavior Anchors 1

Systematic research anchor:

• OB knowledge is built on systematic research.
• Companies should use evidence-based management.
• Factors limiting evidence-based management.
• Ways to create a more evidence-based organization.

Practical orientation anchor:

• OB theories need to be useful in practice.
• OB theory application is its true “impact.”

© McGraw Hill
 Organizational Behavior Anchors 2

Multidisciplinary anchor:
• Many OB concepts adopted from other disciplines.
• OB develops its own theories but scans other fields.
• Risks of being not developing own field’s theories.
Contingency anchor:
• A particular action may have different consequences in different
situations.
• Need to diagnose the situation to choose best action.
Multiple levels of analysis anchor:
• Individual, team, organizational level of analysis.
• OB topics usually relevant at all three levels of analysis.

© McGraw Hill
 Emerging Workplace: Inclusive Workplace
Inclusive workplace:
• Values people of all identities.
• Diversity viewed as a valued resource.
• Evidence at individual and collective level.
Surface-level diversity:
• Observable demographic or physiological differences.
Deep-level diversity
• Psychological differences.
Generational diversity:
• Deep-level diversity exists, but subtle.
• Differences due more to life stage than cohort.

© McGraw Hill
 Workplace Diversity Benefits and Challenges
Benefits of diversity:
• Better decisions, employee attitudes, team performance.
• More team creativity, better decisions in complex situations.
• Better representation of community needs.
• Moral/legal imperative.
• Inclusive workplace develops a culture of respect.

Challenges of diversity:
• Team take longer to perform effectively together.
• Higher dysfunctional conflict, lower info sharing and morale.

© McGraw Hill
 Emerging Workplace: Work-Life Integration
v Effectively engaged in work and nonwork roles with low role
conflict.
• Satisfying demands, experiencing positive emotions of roles.
• Life roles are inherently integrated.
v Depleting personal resources in one role starves other roles,
which is a problem.
v Practicing work-life integration.
• Literally integrate two or more roles.
• Flexible work scheduling.
• Align work and nonwork roles with personal characteristics.
• Boundary management.

© McGraw Hill
 Emerging Workplace: Remote Work
ü Performing the job away from the organization’s
physical work site.
ü Usually working from home or other non-client site.
ü Remote employees are connected through
information technology.
ü Some companies are completely remote
(distributed).

© McGraw Hill
 Remote Work Benefits and Risks
Remote work benefits:
• Better work-life integration.
• Valued benefit, less turnover.
• Higher productivity.
• Better for environment.
• Lower corporate costs.

Remote work disadvantages:

• More social isolation.
• Less informal communication.
• Lower team cohesion.
• Weaker organizational culture.

© McGraw Hill
 Remote Work Contingencies
ü Employee characteristics:
• High self-motivation.
• High self-organization.
• High need for autonomy.
• Good information technology skills.
• Fulfill social needs outside work.

ü Job characteristics:
• Tasks don’t require office resources.
• Low task interdependence.
• Task performance is measurable.

üOrganizational characteristics:
• Reward performance, not presence.
• Maintaining team cohesion and psychological connectedness.

© McGraw Hill
 Emerging Workplace: Employment Relationships
Three main employment relationships:
1. Direct employment:
• Employee working directly with employer.
2. Indirect employment:
• Outsourced or agency work.
3. Contract employment:
• Worker is one firm serving a client.
Consequences of emerging employment relationships:
• Direct employment: Higher work quality, innovation, and agility.
• Direct employment: Lower satisfaction or commitment when working
with indirect workers.
• Indirect employment: lower job satisfaction than others.
• Teams with direct and indirect workers: Weaker social networks, less
information sharing.
• Ambiguous manager roles, less discretion over indirect workers.

© McGraw Hill
 MARS Model of Individual Behavior

Personality. Situational
Values. Motivation. factors.
Self-concept. Individual
Perceptions. Ability. behavior and
Emotions and results.
attitudes. Role
perceptions.
Stress.

© McGraw Hill
 MARS Model: Motivation
Internal forces that affect a person’s effort for voluntary
behavior:
S

• Direction. M
• Intensity.
• Persistence. A BAR

© McGraw Hill
 MARS Model: Ability
Aptitudes and learned capabilities required to
successfully complete a task.
Person–job matching. S

• Selecting.
M
• Developing.
• Redesigning. A BAR

© McGraw Hill
 MARS Model: Role Perceptions
Understand the job duties expected of us.
Role perceptions are clearer when we understand:
• Our tasks or accountable consequences.
• Task and performance priorities. S

• Preferred behaviors and procedures. M

Benefits of clear role perceptions.

A
• More proficient job performance. BAR

• Better coordination with others.

R
• Higher motivation.

© McGraw Hill
 MARS Model: Situational Factors
Any context beyond person’s immediate control.
Two influences of situation on behavior:
• Constraint or facilitator.
• Cues. S

A BAR

© McGraw Hill
 Types of Individual Behavior
Task performance:
• Voluntary goal-directed behaviors.
• Three types of performance:
1. Proficient.
2. Adaptive.
3. Proactive.

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.

© McGraw Hill
 Types of Individual Behavior
Counterproductive work behaviors.
• Voluntary behaviors that may harm the organization.

Joining and staying with the organization.

• Problems with skills shortages and high turnover.

Maintaining work attendance.

• Absences due mainly to situation and motivation.
• Presenteeism: attending scheduled work during significantly
reduced capacity (illness, injury).

© McGraw Hill
 Topics
Organizational Behaviour (Ch 1)
Organizational Structure (Ch 13)
Organizational Culture (Ch 14)
Organizational Change (Ch 15)
Perceiving Ourselves and Others (Ch 3)
Emotions, Attitudes & Stress (Ch 4)
Employee Motivation (Ch 6)
Decision Making & Creativity (Ch 7)
Power and Influence (Ch 10)
Conflict and Negotiation (Ch 11)
Communications (Ch 9)
Assessment Methods

q Essay (Individual) 20% (Due 5pm on Monday, 12 Oct 2020)

q Class Participation 10% (includes 3% Research Participation)
q Reflection (Individual) 10%
q Group Project (Group) 20%
q Final Exam (Closed Book) 40% (3 Dec 2020, 1pm – 3pm)
Assessment Methods

q Essay (Individual) 20% (Due 5pm on Monday, 12 Oct 2020)

q Class Participation 7%
q Research Participation 3%
q Reflection (Individual) 10%
q Group Project (Group) 20%
q Final Exam (Closed Book) 40% (3 Dec 2020, 1pm – 3pm)
Class Participation 7%
Participation in class discussion (including Wooclap, Kahoot!); Break-out Room
discussions; Class presentation.

TA will chart your participation. Prof grades based on TA’s chart.

Research Participation 3%
Refer to course outline and RP handout, RP sign up procedure (eLearn)
 How to register for research studies
Research participation (3%)
(2 handouts on eLearn) Go to the Subject Pool System website
(https://mercury.smu.edu.sg/SPS)

Research Participation
As one of your requirements for this course, you are expected to participate in research studies being conducted by the Organizational Behaviour faculty at
SMU. Each student is expected to complete three units of research participation during the term; each unit typically involves one hour of participation.
(Therefore, your total requirement is three hours for the term). Each unit of participation is worth 1 percentage point (or 3% for all three units) out of a
possible 100% total in this course. Please note that there are penalties for no-shows.

Information regarding, and opportunity to sign up for, research studies will be provided throughout the term on the Business School’s online SPS at
https://mercury.smu.edu.sg/PrjgSPS.

Besides contributing to the specific research project, and ensuring that you receive your full participation credit points for MPW, there are several other
benefits of participating in research studies. First, note that all the knowledge you will encounter in MPW is derived from research. By participating in
research, you are able to contribute back to, and further build, that knowledge base. Second, by participating in research you gain insights into the nature of
scientific investigation and the research process, which constitutes a valuable way of learning to improve organizational practices. And third, note that
SMU aspires to excellence in teaching and research. For most of you, participating in research is one of the few opportunities you will have to contribute to
the research mission of the university.

If for any reason you do not wish to participate in research studies, you can write 3 short research papers instead. Each paper (each of which reviews one
research article) completed is worth one unit. This involves obtaining scientific articles related to organizational behaviour and that are not related to your other
projects in this course. These articles should not be completely opinion or discussion, but rather must be articles that describe scientific studies. After you
obtain the articles, answer the following questions: What was the purpose of each study? What were the hypotheses? What was manipulated and/or measured?
What were the results of this study? What are the implications of this studys findings? If you have any questions about the Subject Pool, feel free to
contact Prof Nina Sirola at nsirola@smu.edu.sg
Assessment Methods
q Essay (Individual) 20% (Due 5pm on Monday, 12 Oct 2020)
q Class Participation 10% (includes 3% Research Participation)
q Reflection (Individual) 10%
q Group Project (Group) 20%
q Final Exam (Closed Book)
Reflection (10%) 40% (3 Dec 2020, 1pm – 3pm)
At the end of class, Prof will ask students to either (1) Discuss two takeaways (ie. what you learned) about
the topic; or (2) Submit your answers to case questions.

You can either

(1) type directly into the system as ‘text submission’; or
(2) type in ‘Word/.docx’, then copy-paste it as ‘text’ in the Journal if you want to have a copy of your
reflection essay.

Journal (eLearn) submission deadline: 11.30pm on “Class date + 1” eg. if class is on 24 Aug 2020 (Monday),
submission deadline is 11.30pm on 25 Aug 2020 (Tuesday).

This is solely to reinforce self-learning as you reflect on the material we covered in class.
Submissions will count towards 10%, but not graded for quality.

If there are common areas of concern, Prof will address at the next class.
Consultation

Consultation by appointment (email: makhengmin@smu.edu.sg)

Online Consultation (any time, individual or group)

Face-to-Face Consultation (subject to cohort timings, if group consultation,
no more than 4 students per session)

TA: Debbie Kuek (email: debbie.kuek.2017@business.smu.edu.sg)