ch01 - intro to ob 3-15

Organizational Organizational Behavior, 8eBehavior, 8e

Schermerhorn, Hunt, and Schermerhorn, Hunt, and OsbornOsborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.

Organizational Behavior: Chapter 1 2

COPYRIGHT

Copyright 2003 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.


Chapter 1Organizational Behavior Today

Study questions.1. What is organizational behavior and why is it

important?

2. How do we learn about organizational behavior?

3. What are organizations like as work settings?

4. What is the nature of managerial work?

5. How do ethics influence human behavior in organizations?


1. What is organizational behaviorand why is it important?

Organizational behavior.

a. Study of individuals and groups in organizations.

b. Emphasizes high performance organizations ways to increase job satisfaction and performance among employees

c. Occurs in a global context.

d. Dimensions of individual and group behavior.

e. Nature of organizations.

f. Core processes.


a. Organizational Behavior Defined

Organizational Behavior (OB)– The study of what people think, feel and do in and

around organizations

Organizations– Groups of people who work interdependently toward

some purposes• Structured patterns of interactions

• Coordinated tasks

• Work toward some purpose


Organizational Behavior in Context

Organizational Organizational Behavior Behavior

Organizational Organizational TheoryTheory

PersonalityPersonality EmotionsEmotionsValue SystemValue System

BehaviorBehavior PerceptionsPerceptionsMotivationMotivation Learning StylesLearning Styles

KSAOsKSAOs

Physical AttributesPhysical Attributes CognitionsCognitions

(Meso)

(Micro)

(Macro)

TeamsTeams ConflictConflict

LeadershipLeadershipStressStress

StructureStructureOrganizational Organizational DevelopmentDevelopmentCultureCulture

Organizational Organizational ChangeChange

Industry Industry EnvironmentEnvironment


OrganizationalOrganizationalBehaviorBehaviorResearchResearch

UnderstandUnderstandorganizationalorganizational

eventsevents

PredictPredictorganizationalorganizational

eventsevents

InfluenceInfluenceorganizationalorganizational

eventsevents

Why Study Organizational Behavior


What is organizational behaviorand why is it important?

Shifting paradigms of organizational behavior.– Demise of “command-and-control.”– Emergence of new workplace expectations.– Critical role of information technologies.– Belief in empowerment.– Emphasis on teamwork.– Concern for work-life balance.



Organizational behavior and diversity.– Workforce diversity is the presence of

differences based on:• Gender.• Race and ethnicity.• Age.• Able-bodiedness.



Organizational behavior and diversity — cont.

– Valuing diversity is a core OB theme.

• Interpersonal and cultural sensitivity.

– Glass ceiling effect – hidden barrier limiting the career advancement of women and minorities

• Women and minorities as managers and executives.

• Earnings of women and minorities.


2. How do we learn aboutorganizational behavior?

Organizational behavior and the learning imperative.– Organizational learning is the process of

acquiring knowledge and utilizing information to adapt successfully to changing circumstances.

– Necessity of life-long learning.


3. How do we learn aboutorganizational behavior?

Scientific foundations of organizational behavior.

– Interdisciplinary body of knowledge: psychology,

sociology and anthropology and social sciences

– Use of scientific methods (next slide)

– Focus on application, eg.: job satisfaction, task

performance

– Contingency thinking: how different situations can be

best understood and handled

Organizational Behavior: Chapter 1Schermerhorn, Osborn, & Hunt/Organizational Behavior 7eChapter 1, Figure 2


3. What are organizations like as work settings?

An organization is a collection of people

working together in a division of labor to

achieve a common purpose.

Applies to:

– A wide variety of clubs, institutions, agencies,

businesses, and other organized entities.


What are organizationslike as work settings?

Purpose, mission, and strategies.

– Core purpose of an organization.

– Mission and vision.

– Mission statements.


Reebok: "Our purpose is to ignite a passion for winning, to do the extraordinary, and to capture the customer’s heart and mind."

Walt Disney: "To make people happy." Wal-Mart: "To give ordinary folk the

chance to buy the same things as rich people."

The Body Shop: "Tirelessly work to narrow the gap between principle and practice whilst making fun, passion and care part of our daily lives."

Marks and Spencer: "Our mission is to make aspirational quality accessible to all."


Sony: "Our mission is to experience the joy of advancing and applying technology for the benefit of the public."

Coca Cola: "The basic proposition of our business is simple, solid and timeless. When we bring refreshment, value, joy and fun to our stakeholders, then we successfully nurture and protect our brands."

3M: "To solve unsolved problems innovatively.“

Glaxo: "We are an integrated, research-based group of companies whose corporate purpose is to create, discover, develop, manufacture, and market safe effective medicines throughout the world."



People and work systems.

– Intellectual capital

• The sum total of knowledge, expertise, and

dedication of an organization’s workforce.

– Human resources.

– Material resources.



Organizations as open systems.– Organizations obtain resource inputs from the

environment.– Organizations transform resource inputs.– Organizations return transformed inputs to the

environment as outputs in the form of goods and services.


Open Systems Anchor of OB

FeedbackFeedback

FeedbackFeedback


4. What is the nature of managerial work?

Managers:– Perform jobs that involve directly supporting

the work efforts of others.

– Help other people get important things done in timely, high-quality, and satisfying ways.

– Assume roles such as coordinator, coach, or team leader.


What is the nature of managerial work?

The nature of managerial work.– Managers work long hours.

– Managers are busy people.

– Managers are often interrupted.

– Managers work mostly with other people.

– Managers are communicators.



The management process.– An effective manager is one whose

organizational unit, group, or team consistently achieves its goals while its members remain capable, committed, and enthusiastic.

– Key results of effective management:• Task performance.• Job satisfaction.


Management FunctionsManagement Functions

PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeadingControllingControllingControllingControlling

ManagementManagementFunctionsFunctions

ManagementManagementFunctionsFunctions



Functions of management.– Planning.

• Defining goals, setting specific performance objectives, and identifying the actions needed to achieve them.

– Organizing.• Creating work structures and systems, and

arranging resources to accomplish goals and objectives.



Functions of management — cont.– Leading.

• Instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations.

– Controlling.• Ensuring that things go well by monitoring

performance and taking corrective action as necessary.



Managerial roles.– Interpersonal roles.

• Figurehead: hosting and attending official ceremonies• Leader• Liaison: maintaining contacts with important people

– Informational roles.• Monitor: seeking out relevant information• Disseminator: sharing information with insiders• Spokesperson: sharing information with outsiders



Managerial roles — cont.– Decisional roles.

• Entrepreneur: seeking problems to solve and opportunities to explore

• Disturbance handler: help to resolve conflict• Resource allocator• Negotiator


Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

E X H I B I T 1–1E X H I B I T 1–1Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.


Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973




Managerial skills and competencies.

– A skill is an ability to translate knowledge into

action that results in a desired performance.

– Categories of skills:

• Technical.

• Human.

• Conceptual.



Managerial skills and competencies — cont.– Technical skills are relatively more important

at entry levels.– Human skills are consistently important across

all managerial levels.– Conceptual skills are relatively more

important at top management levels.



Managerial skills and competencies— cont.– Technical skills.

• An ability to perform specialized tasks.

• Derives from knowledge of expertise gained from education or experience.

• Proficiency at using select methods, processes, and procedures to accomplish tasks.



Managerial skills and competencies — cont.– Human skills.

• An ability to work well with other people.• Emerges as a spirit of trust, enthusiasm, and

genuine involvement in interpersonal relationships.• Self-awareness.• Capacity for understanding and empathizing.• Engages in persuasive communication.• Deals successfully with conflicts.



Managerial skills and competencies — cont.– Conceptual skills.

• An ability to see and understand how the system works, and how the parts are interrelated.

• Used to:– Identify problems and opportunities.– Gather and interpret relevant information.– Make good problem-solving decisions.


5. How do ethics influence human behavior in organizations?

Ethical behavior.– “Good” and “right” as opposed to “bad” or “wrong” in

a particular setting.– Ways of thinking about ethical behavior.

• Utilitarian view: the needs of many may outweigh the needs of few

• Individualism view: best for individual long term self-interest• Moral rights view.• Justice view.


How do ethics influence human behavior in organizations?

Ethical dilemmas in the workplace.– Nature of an ethical dilemma.– Ethical dilemmas occur in relationships with:

• Superiors.• Subordinates.• Customers.• Competitors.• Suppliers.• Regulators.



Ethical dilemmas in the workplace — cont.– Rationalizations for unethical behavior:

• Pretending the behavior is not really unethical or illegal.

• Saying the behavior is really in the organization’s or person’s best interest.

• Assuming the behavior is acceptable if others don’t find out about it.

• Presuming that superiors will support and protect you.



Organizational social responsibility.– The obligation of organizations to behave in

ethical and moral ways as institutions of the broader society.

– Managers should commit organizations to:• Pursuit of high productivity.• Corporate social responsibility.



Work and the quality of life.– Quality of work life (QWL).

• The overall quality of human experience in the workplace.

– QWL commitment reflects an endorsement of Theory Y assumptions.

– Work-life balance.• Job demands should fit personal life and nonwork

responsibilities.


Enter Organizational BehaviorEnter Organizational Behavior

Organizational behavior (OB)

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.

ch01 - intro to ob 3-15

Documents