organization behavioure chapter 1
TRANSCRIPT
Chapter 1
Introducing Organizational Behavior
People Make the Difference
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Chapter Study Questions
• What is organizational behavior and why is it important?
• What are organizations like as work settings?
• What is the nature of managerial work?
• How do we learn about organizational behavior?
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What is organizational behavior and why is it important?
• Organizational behavior– Study of human behavior in organizations. – A multidisciplinary field devoted to
understanding individual and group behavior, interpersonal processes, and organizational dynamics.
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What is organizational behavior and why is it important?
• Scientific methods models – simplified views of reality that attempt to identify
major factors and forces underlying real-world phenomenon
• Link independent variables with dependent variables
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Figure 1.1
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What is organizational behavior and why is it important?
Scientific thinking is important to OB because:– Process of data collection is controlled and
systematic– Proposed explanations are carefully tested– Only explanations that can be scientifically
verified are accepted
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What is organizational behavior and why is it important?
• Contingency approach– researchers identify how different situations can
be best understood and handled
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What is organizational behavior and why is it important?
• Modern workplace trends– Commitment to ethical behavior– Importance of human capital– Demise of “command and control”– Emphasis on teamwork– Pervasive influence of information technology– Respect for new workforce expectations– Changing definition of “jobs” and “career”
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What are organizations like as work settings?
• Organization – a collection of people working together in a
division of labor to achieve a common purpose.
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What are organizations like as work settings?
• The core purpose of an organization is the creation of goods and services.
• Mission statements focus attention on the core purpose.
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What are organizations like as work settings?
• Strategy – comprehensive plan that guides organizations
to operate in ways that allow them to outperform their competitors.
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Figure 1.2
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What are organizations like as work settings?
• Stakeholders– People, groups, and institutions having an
interest in an organization’s performance – Interests of multiple stakeholders sometimes
conflict
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What are organizations like as work settings?
• Organizational culture – the shared beliefs and values that influence the
behavior of organizational members.
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Figure 1.3
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What are organizations like as work settings?• Constructive culture
– members are encouraged to work together in ways that meet higher order human needs
• Passive/defensive culture – members tend to act defensively in their working
relationships
• Aggressive/defensive culture – members tend to act forcefully in their working
relationships to protect their status and positions
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What are organizations like as work settings?
• Workforce diversity – describes the presence of individual differences
based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation
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What are organizations like as work settings?
• Multiculturalism – refers to pluralism and to respect for diversity
and individual differences
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What is the nature of managerial work?
• Manager – someone whose job it is to directly support the
work efforts of others
• Effective manager – one whose team consistently achieves its goals
while members remain capable, committed, and enthusiastic
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What is the nature of managerial work?
• Task performance – quality and quantity of the work produced by
the work unit as a whole
• Job satisfaction – how people feel about their work and the work
setting
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What is the nature of managerial work?
• The management process.– Planning– Organizing– Leading – Controlling
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Figure 1.4
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What is the nature of managerial work?
• The nature of managerial work.– Managers work long hours.– Managers are busy people.– Managers are often interrupted.– Managerial work is fragmented and variable.– Managers work mostly with other people.– Managers spend a lot of time communicating.
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Figure 1.5
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What is the nature of managerial work?
Managerial skills and competencies
• Skill– an ability to translate knowledge into action that
results in a desired performance.
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What is the nature of managerial work?
• Technical skill – ability to perform specialized tasks
• Human skill – ability to work well with other people
• Conceptual skill – capacity to analyze and solve complex and
interrelated problems
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What is the nature of managerial work?
• Emotional intelligence – ability to understand and deal with emotions
• Self-awareness
• Self-regulation
• Motivation
• Empathy(Understanding and entering into another's feelings)
• Social skill
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What is the nature of managerial work?
Moral Management
• Immoral manager
• Amoral manager
• Moral manager– Ethics mindfulness
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Figure 1.6
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How do we learn about organizational behavior?
• Learning – an enduring change in behavior that results
from experience.
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How do we learn about organizational behavior?
• Life-long learning – learning continuously from day-to-day work
experiences, advice from mentors and training seminars and workshops
• Organizational learning – process of acquiring knowledge and utilizing
information to adapt successfully to changing circumstances.
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Figure 1.7