01 - BiO - Class 01 - Final

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NOVA

IMS Behavior in
Information
Management
School
Organizations
Course presentation

19 September 2022

Acreditações e Certificações
Instituto Superior de Estatística e Gestão da Informação
Universidade Nova de Lisboa
Welcome!
Presentation
(Instructors and course)
Who are your instructors?

• Filipe Montargil
fmontargil@novaims.unl.pt

• Patricia Mestre

pmestre@novaims.unl.pt
Objectives

• In addition to technical skills, IS professionals must understand the


social and professional information technology context and adhere
to ethical codes of conduct in force in the organization;

• This knowledge area covers the historical, social, professional and


ethical aspects of computing and social life in organizations…

• … identifies how teamwork is integrated in information technologies


and how these support the organization and…

• … also highlights technical professional writing and oral


communication within the organization.
Contents

1. Introduction to the field of organizational behavior


2. The individual
1. Diversity in organizations
2. Attitudes, personality, and values
3. Emotions and moods
4. Motivation (concepts and applications)
3. The group
1. Foundations of group behavior
2. Power and communication
3. Leadership
4. Foundations of organization structure
4. Other relevant topics: the organization system
Textbook

Robbins, Stephen P., and Timothy A. Judge (2021).


Organizational Behavior, Global Edition, Updated Eighteenth
Edition. Pearson.
Assessment (#1/3)

• Option 1
• Continuous assessment + Exam

100%
Class attendance 5%
Case study: group resolution (written essay) 15%
Case study: oral presentation/discussion 10%
Midterm exam 30%
Final exam (first or second season) 40%

• Those students who successfully complete all continuous


assessment requirements may choose to sit their final exam in the
first or second season.
• All exams are closed book, with no help materials allowed.
Assessment (#2/3)

• Option 2

• Final exam:

• For the students not included in continuous assessment (closed


book type, no help materials allowed): 100%.
Assessment (#3/3)

• Please remember that to remain in Option 1, you must:

• Complete all requirements, including oral presentations.

Attendance at the oral presentation in the classroom is compulsory


for ALL members of the group.

• Reach a minimum attendance of two thirds of classes.


Lectures

• The course is divided in theoretical and practical classes, both held


Monday morning:

• Theoretical: Mondays, 8h30m - 9h45m;


• Practical: Mondays, 10h00m - 11h15m.
Introduction to
Organizational Behavior
Behavior in organizations’ core objective

• In today’s competitive and demanding workplace, managers can’t


succeed on their technical skills alone;

• They also have to exhibit good people skills;

• Behavior in organizations is a knowledge area that aims to help both


managers and potential managers develop people skills and to
acquire the knowledge that understanding human behavior provides.
Impact in organizations

• The integration of Organizational Behavior (OB) principles in


organizations can have relevant outcomes, contributing potentially to:

• Generate superior financial performance;


• Attract and keep high performing employees;
• Improve the quality of workplace relationships and employee job satisfaction,
stress, and turnover;
• Foster social responsibility awareness.
The concepts of manager and organization

• Managers…

• … get things done through other people. They make decisions,


allocate resources, and direct the activities of others to attain goals…

• And they work in organizations…

• … which are consciously coordinated social units composed of two


or more people, functioning on a relatively continuous basis to
achieve a common goal or set of goals…

• … this includes not only manufacturing and service firms are


organizations, but schools, hospitals, churches, nonprofits, military
units, police departments or public administration institutions, for
instance.
General definition

• Organizational Behavior is a field of study…

• … that investigates the impact that individuals, groups, and structure


have on…

• … behavior within organizations…

• … for the purpose of applying such knowledge toward improving an


organization’s effectiveness.

• To sum up, OB is the study of what people do in an organization and


the way their behavior affects the organization’s performance.
Contributing disciplines

• Because OB is concerned specifically with employment-related


situations, it examines behavior in the context of job satisfaction,
absenteeism, employment turnover, productivity, human
performance, and management;

• OB is an applied behavioral science built on contributions from a


number of behavioral disciplines, mainly psychology and social
psychology, sociology, and anthropology;

• Psychology’s contributions have been principally at the individual or


micro level of analysis, while the other disciplines have contributed to
our understanding of macro concepts such as group processes and
organization.
Contributing disciplines
There are few absolutes in OB

• Human beings are complex, and few, if any, simple and universal
principles explain organizational behavior;

• Because we are not alike, our ability to make simple, accurate, and
sweeping generalizations about ourselves is limited;

• Two people often act very differently in the same situation, and the
same person’s behavior changes in different situations;

• That doesn’t mean, of course, that we can’t offer reasonably accurate


explanations of human behavior or make valid predictions.
Some challenges (#1/3)

• Some of the most critical issues confronting managers for which OB


offers solutions:

• Economic pressures: sometimes managers are on the frontline with employees


who are asked to do more with less, who worry about their futures, and who
sometimes must be fired;

• Continuing globalization: the world has become a global village. In the process,
the manager’s job has changed. Effective managers anticipate and adapt their
approaches to several global issues;

• Workforce demographics: the workforce has always adapted to variations in


demographics, like longevity, birth rates, and other changes that have
widespread impact;

• Workforce diversity: organizations are becoming more heterogeneous in terms of


employees’ gender, age, race, ethnicity, sexual orientation, and other
characteristics. Managing this diversity is a global concern;
Some challenges (#2/3)

• Customer service: service employees include technical support representatives,


fast-food workers, salesclerks, nurses, automobile repair technicians, consultants,
financial planners, and flight attendants. But they all share substantial interaction
with an organization’s customers;

• People skills: help to explain and predict the behavior of people at work through
relevant concepts and theories;

• Networked organizations: motivating and leading people and making


collaborative decisions online require different techniques than when individuals
are physically present in a single location. As more employees do their jobs by
linking to others through networks, managers must develop new skills;

• Social media: social media is a difficult issue for today’s managers, presenting
both a challenge and an opportunity for OB. For instance, how much should HR
look into a candidate’s social media presence?
Some challenges (#3/3)

• Employee well-being at work: the typical employee in the 1960s and 1970s
showed up at a specified workplace Monday through Friday and worked for
clearly defined 8- or 9-hour chunks of time. That’s no longer true for a large
segment of today’s workforce because the definition of the workplace has
expanded to include anywhere a laptop or smartphone can go;

• Positive work environment: researchers in this area say too much of OB research
and management practice has been targeted toward identifying what’s wrong
with organizations and their employees. In response, they try to study what’s good
about them;

• Ethical behavior: In an organizational world characterized by cutbacks,


expectations of increasing productivity, and tough competition, it’s not surprising
many employees feel pressured to cut corners, break rules, and engage in other
questionable practices. They increasingly face ethical dilemmas and ethical
choices, in which they are required to identify right and wrong conduct.
An OB model

• A basic OB model can combine three types of variables (inputs,


processes, and outcomes) and three levels of analysis (individual,
group, and organizational);
• In the course, we will proceed from the individual level, to group
behavior, to the organizational system.
Practical classes
What to expect from these classes?

• Work group presentations;


• Debates;
• Case studies;
• Special guests…

• … and YOU! Speak up!


First assignment
Write this down 😀

1. Define a work group

• No more than 5 people

• Gender and national diversity are strongly encouraged ☺

2. Take a group’ picture that defines who you are

• Be creative!

• Photo must be collective and should reveal somehow their unity and
synergy

3. Define the group mission and values.

4. Upload in Moodle (“Assignment 1” folder) by 23 September, 1pm.


We will send you back
the theme for your work
group…
… and the presentation date...
… randomly! (example)
Groups Students’ Students’ Chapter & case incident Title of the case incident Presentation Grade Grade
names names (=case study) date essay Present.
Class 1 Class 2
Group I Case incident 1 – Chapter 6 Computerized decision making

Group II Case incident 1 – Chapter 7 Motivation in the Hong Kong Police Theory

Group III Case incident – Chapter 8 Attaching the carrot to the stick

Group IV Case incident – Chapter 3 The pursuit of happiness: flexibility

Group V Case incident – Chapter 11 Communicating at Go Fly

Group VI Case incident 2 – Chapter 7 Sleeping on the job

Group VII Case incident – Chapter 12 Leadership training in “job simulations” at


Niederrheian University, Germany

Group VIII Case incident – Chapter 10 Multicultural multinational teams at IBM

Group IX Case incident – Chapter 9 Why don’t teams work like they’re
supposed to?

Group X Case incident 2 – Chapter 6 Decision-making processes at Steal Inc.

Group XI Case incident – Chapter 4 Can you read emotions from faces?
Don’t forget!

• All groups should solve the case study outside class. This case study
will be presented in the classroom (according to a previous
timetable);
• Additionally, groups should be prepared to answer questions from
the teacher and/or audience;
Each team member must be prepared to cover all presentation
topics!
• The group members will all receive the same grade for the
presentation;
• The resolution of the case study should be supported by theoretical
inputs (according to the topic/chapter of the book).
Use what you have learned!
• Creativity and innovation are strongly encouraged, as is the use of
visual and technology support;
• The essay is due the day of the oral presentation.
Also...
• Midterm exam: 31 October.
Enjoy!
Address: Campus de Campolide, 1070-312 Lisboa, Portugal
Phone: +351 213 828 610 Fax: +351 213 828 611

Acreditações e Certificações
Instituto Superior de Estatística e Gestão da Informação
Universidade Nova de Lisboa

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