2200.2008.Ch1Intro

2200.2008.Ch1Intro - © Stéphane Guerraz Langara OB2200 /...

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Unformatted text preview: © Stéphane Guerraz Langara OB2200 / 2008 1 Agenda Chapter 1 – Intro to Organizational Behavior Why OB matters Learning about OB Exercises Rules of the game © Stéphane Guerraz Langara OB2200 / 2008 2 What Class is most important? When MBA alumni are asked which class was most important during their MBA curriculum, the #1 answer is organizational behaviour Why does it matter? OB Definition OB = the study of individuals and groups in an organization © Stéphane Guerraz Langara OB2200 / 2008 3 Is OB important? Business is about people … ways to deal with people Business is about management… …how to run an organization effectively Management is not only an innate ability… …what makes good management A good system not applied… …understand people, align incentives Soft skills… for hard results …delivering results and fulfillment When MBA alumni are asked which class was most important during their MBA curriculum, the #1 answer is organizational behaviour Why does it matter? Symptom OB deals with OB Definition OB = the study of individuals and groups in an organization © Stéphane Guerraz Langara OB2200 / 2008 4 When OB is not understood A number of disasters that can be traced back to OB issues… Both NASA shuttle explosions Weak FBI anti-terrorist activities prior to 9/11 CIA faulty intelligence Sub-prime mortgage crisis Team dying on the Everest in 1996 Enron ERP deployments Barings Bank bankruptcy LTCM failure Failure of a leader or of a group when information to make a better decision was discarded © Stéphane Guerraz Langara OB2200 / 2008 5 When OB is understood A number of disasters that can be traced back to OB issues… as well as many successes Both NASA shuttle explosions Weak FBI anti-terrorist activities prior to 9/11 CIA faulty intelligence Sub-prime mortgage crisis Team dying on the Everest in 1996 Enron ERP deployments Barings Bank bankruptcy LTCM failure Failure of a leader or of a group when information to make a better decision was discarded Intel switch from memory to chips General electric workouts and quality circles West Jet quality of service McKinsey management consulting dominance 2002 Canadian Olympic team Apple turnaround Cases where an organization adjusted remarkably well because it was designed to do so © Stéphane Guerraz Langara OB2200 / 2008 6 High Performance Generate lasting competitive advantage: – to win – to generate profits – to grow – to minimize risk – to survive Threat of laziness, diminishing results of hard work, benefits of smart work Working smart: using people’s hands or people’s brains Sometimes, the high performance organization is the business itself. Without it, no business. E.g. management consulting companies Why do executives care about OB and strive to build high performance organizations? © Stéphane Guerraz Langara OB2200 / 2008...
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This note was uploaded on 07/14/2009 for the course BUSM 2220 taught by Professor Noel during the Winter '09 term at Langara.

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2200.2008.Ch1Intro - © Stéphane Guerraz Langara OB2200 /...

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