organizational behavior 1
TRANSCRIPT
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.