what is ob

5/21/2018 WHAT IS OB

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o r g n i z t i o n l b e h v i o r

stephen p. robbins

e l e v e n t h e d i t i o n


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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N S 2005 Prentice Hall Inc.All rights reserved.

PowerPoint Presentationby Charlie Cook

What Is OrganizationalBehavior

Chapter One


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2005 Prentice Hall Inc. All rights reserved. 12

After studying this chapter,you should be able to:

1. Define organizational behavior (OB).

2. Describe what managers do.

3. Explain the value of the systematic study of

OB.

4. List the major challenges and opportunities for

managers to use OB concepts.

5. Identify the contributions made by majorbehavioral science disciplines to OB.

LEA

R

NI

N

G

OB

JEC

TIV

ES


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After studying this chapter,you should be able to:

6. Describe why managers require a knowledge

of OB.

7. Explain the need for a contingency approach

to the study of OB.

8. Identify the three levels of analysis in this

books OB model.

LEA

RN

ING

OB

JEC

TIVE

S(contd)


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managers (or administ rators )Individuals who achieve goals through other people.


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Where Managers Work

Organization

A consciously coordinated social unit,composed of two or more people, thatfunctions on a relatively continuous basis

to achieve a common goal or set ofgoals.


7/42 2005 Prentice Hall Inc. All rights reserved. 16

Management Functions

ManagementFunctions

Planning Organizing

LeadingControlling



Management Functions (contd)

PlanningA process that includes defining goals,establishing strategy, and developingplans to coordinate activities.




Organizing

Determining what tasks are to be done,who is to do them, how the tasks are tobe grouped, who reports to whom, and

where decisions are to be made.




Leading

A function that includes motivatingemployees, directing others, selectingthe most effective communication

channels, and resolving conflicts.


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ControllingMonitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations.


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Mintzbergs Managerial Roles

E X H I B I T 11Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs Managerial Roles (contd)

E X H I B I T 11 (contd)Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs Managerial Roles (contd)

E X H I B I T 11 (contd)Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Management Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skillsThe ability to work with, understand,and motivate other people, bothindividually and in groups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.


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Effective Versus Successful Managerial

Activities (Luthans)

1. Traditional management

Decision making, planning, and controlling

2. Communication

Exchanging routine information and processing

paperwork

3. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

4. Networking

Socializing, politicking, and interacting with others


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E X H I B I T 12

Allocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).


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Enter Organizational Behavior

Organizational behavior(OB)

A field of study thatinvestigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such

knowledge toward improvingan organizations effectiveness.


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Replacing Intuition with Systematic Study

Systematic study

Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

IntuitionA feeling not necessarily supported by research.


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Replacing Intuition with Systematic Study

TheFacts

PreconceivedNotions


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Toward an OB Discipline

E X H I B I T 13


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Contributing Disciplines to the OB Field

E X H I B I T 13 (contd)

PsychologyThe science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.


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Contributing Disciplines to the OB Field (contd)


SociologyThe study of people in relation to their fellow human beings.


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Social PsychologyAn area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.


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AnthropologyThe study of societies to learn about human beings and theiractivities.


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Political ScienceThe study of the behavior of individuals and groupswithin a political environment.


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E X H I B I T 14

Source: Drawing by Handelsman in

The New Yorker, Copyright 1986

by the New Yorker Magazine.

Reprinted by permission.


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There Are Few Absolutes in OB

ContingencyVariablesx y

Contingency variablesSituational factors: variables that moderatethe relationship between two or more othervariables and improve the correlation.


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Challenges and Opportunities for OB

Responding to Globalization

Increased foreign assignments

Working with people from different cultures

Coping with anti-capitalism backlash

Overseeing movement of jobs to countries with low-cost labor

Managing Workforce Diversity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizing and responding to differences


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DomesticPartners

Major Workforce Diversity Categories

Race

Non-Christian

National

Origin

Age

Disability

E X H I B I T 15

Gender


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Challenges and Opportunities for OB (contd)

Improving Quality and Productivity

Quality management (QM)

Process reengineering

Responding to the Labor Shortage

Changing work force demographics Fewer skilled laborers

Early retirements and older workers

Improving Customer Service

Increased expectation of service quality Customer-responsive cultures


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What Is Quality Management?

1. Intense focus on the customer.

2. Concern for continuous improvement.

3. Improvement in the quality of everything

the organization does.

4. Accurate measurement.

5. Empowerment of employees.

E X H I B I T 16


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Improving Quality and Productivity

Quality management (QM)

The constant attainment of customer satisfactionthrough the continuous improvement of allorganizational processes.

Requires employees to rethink what they do and

become more involved in workplace decisions. Process reengineering

Asks managers to reconsider how work would be doneand their organization structured if they were starting

over. Instead of making incremental changes in processes,

reengineering involves evaluating every process interms of its contribution.


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Challenges and Opportunity for OB (contd)

Improving People Skills

Empowering People

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance Work/Life Conflicts

Improving Ethical Behavior


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Basic OB Model, Stage I

E X H I B I T 17

ModelAn abstraction of reality.A simplified representationof some real-world

phenomenon.


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The Dependent Variables

x

y

Dependent variableA response that is affected by an independent variable.


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The Dependent Variables (contd)

ProductivityA performance measure that includeseffectiveness and efficiency.

Effectiveness

Achievement of goals.

Efficiency

The ratio of effectiveoutput to the inputrequired to achieve it.


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Absenteeism

The failure to report to work.

Turnover

The voluntary andinvoluntary permanentwithdrawal from anorganization.


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Organizational citizenshipbehavior (OCB)

Discretionary behavior that is notpart of an employees formal job

requirements, but that neverthelesspromotes the effective functioningof the organization.


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Job satisfactionA general attitude toward ones job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.


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The Independent Variables

IndependentVariables

Individual-Level

Variables

Organization

System-Level

Variables

Group-Level

Variables

Independent variableThe presumed cause of some change in the dependentvariable.


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Basic OB

Model,

Stage II

E X H I B I T 18

what is ob

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