organizational behavior 1

What is Organizational

Behavior

It’s not what we don’t know that gives us trouble, it’s

what we know that ain't so.--W. Rogers

Define organizational behavior (OB) Describe what managers do Explain the value of the systematic study of OB List the major challenges and opportunities for managers to

use OB concepts Identify the contributions made by major behavioral science

disciplines to OB Describe why managers need a knowledge of OB Explain the need for a contingency approach to the study of

OB Identify the three levels of analysis in this book’s OB model

LEARNING OBJECTIVES

What is an Organization

a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

What Managers Do

Gets things done through other people

Make decisions, acquire, allocate, and use resources efficiently to attain organizational goals

Do their work in an organization

Management Functions

Planning (goal setting, objectives, scheduling)

Organizing (assigning responsibility, reporting relationships)

Leading (coaching, mentoring, guiding)

Controlling (evaluating, correcting, limiting)

Mintzberg’s Managerial Roles

Interpersonal Roles• Figurehead• Leadership• Liaison

Informational Roles• Monitor• Disseminator• Spokesperson

Decisional Roles• Entrepreneur• Disturbance Handler• Resource Allocator• Negotiator

Management Skills

Technical Skills . . . the ability to apply specialized knowledge or

expertise. Human Skills . . . the ability to work with, understand, and

motivate other people, both individually and in groups. Conceptual Skills . . . the mental ability to analyze and diagnose

complex situations.

OrganizationalBehavior

Organizational Behavior . . . 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.

Consistency vs. Individual Differences

Intuition• A feeling not necessarily supported by

research. Systematic Study

• Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence.

Systematic ApproachFundamental Beliefs

•Behavior is generally predictable.•There are differences between

individuals.•There are fundamental

consistencies.•There are rules (written &

unwritten) in almost every setting.

Challenges and Opportunities for Organizational Behavior

The Creation of a Global Village Workforce Diversity Toward Improving Quality and

Productivity Improving People Skills From Management Control to

Empowerment From Stability to Flexibility Improving Ethical Behavior

Prentice Hall, 2001 Chapter 1 12

Improving People SkillsImproving People Skills

PersonalPersonalInsightInsight

WorkplaceWorkplaceSkillsSkills

ConceptsConceptsand Theoriesand Theories

Prentice Hall, 2001 Chapter 1 13

EmpoweringEmpoweringthe Workforcethe Workforce

ManagersManagers

Are GivingAre Giving

Up ControlsUp Controls

Workers AreWorkers Are

AcceptingAccepting

ResponsibilityResponsibility

Exhibit 1-3What is TQM?

Intense focus on the customer. Concern for continuous

improvement. Improvement in the quality of

everything the organization does. Accurate measurement. Empowerment of employees.

Prentice Hall, 2001 Chapter 1 15

The Study of Organizational BehaviorThe Study of Organizational Behavior

IndividualIndividual

GroupGroup

OrganizationOrganization

Study ofStudy ofOrganizationalOrganizational

BehaviorBehaviorSocial PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology

Prentice Hall, 2001 Chapter 1 16

Levels of OB AnalysisLevels of OB AnalysisLevels of OB AnalysisLevels of OB Analysis

IndividualsIndividuals GroupsGroups

StructuresStructures

Prentice Hall, 2001 Chapter 1 17

UnderstandingUnderstandingOrganizational Organizational

BehaviorBehavior

IndividualIndividualDifferencesDifferences

FundamentalFundamentalConsistenciesConsistencies

IntuitionIntuition SystematicSystematicStudyStudy

Prentice Hall, 2001 Chapter 1 18

Coping withCoping with“Temporariness”“Temporariness”

The NatureThe Nature

of Work Isof Work Is

ChangingChanging

OrganizationsOrganizations

Are AlsoAre Also

ChangingChanging

Prentice Hall, 2001 Chapter 1 19

Stimulating Innovationand Change

Maintaining flexibility

Improving quality

Introducing new

products and services

Prentice Hall, 2001 Chapter 1 20

Improving Ethical Behavior

Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Give seminars, workshops, & training

Prentice Hall, 2001 Chapter 1 21

Overview of the OB ModelOverview of the OB Model

Individual LevelIndividual Level

Group LevelGroup Level

Organization Systems LevelOrganization Systems Level

Time

Level III

Level II

Level I

Prentice Hall, 2001 Chapter 1 22

The The DependentDependentVariablesVariables

ProductivityProductivityProductivityProductivity

AbsenteeismAbsenteeismAbsenteeismAbsenteeism

Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction

OrganizationalOrganizationalCitizenshipCitizenship

OrganizationalOrganizationalCitizenshipCitizenship

TurnoverTurnoverTurnoverTurnover

Prentice Hall, 2001 Chapter 1 23

Independent VariablesIndependent Variables

Individual Group Organization

•Biographical Traits

•Personality

•Values & Attitudes

•Ability

•Perception

•Motivation

•Individual Learning

•Decision Making

•Communication

•Other Groups

•Conflict

•Power & Politics

•Group Structure

•Work Teams

•Leadership

•Decision Making

•Culture

•Structure

•Design

•Technology

•Work Processes

•Selection Processes

•Training Programs

•Appraisal Practices

Summary and Implications for Managers

Managers need to develop their interpersonal, or people skills to be effective in their jobs.

OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization.

Summary

OB focuses on improving productivity, employee job satisfaction, and reducing absenteeism and turnover.

OB uses systematic study to improve predictions of behavior.

OB recognizes and helps managers tosee the value of workforce diversity and practices.