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What Is Organizational Behavior?

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Learning ObjectivesLearning Objectives

• Define organizational behavior (OB)

• Describe what managers do

• Explain the value of studying OB

• List the challenges and opportunities of using OB

concepts

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Learning ObjectivesLearning Objectives

• Discover how behavioral science has contributed to the study of OB

• Understand why managers must know about OB

• Examine the contingency approach to studying OB

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

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What is an Organization

• consciously coordinated social unit

• two or more people

• function on a continuos basis

• a common goal or set of goals

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What is an Organization (Cont’)

• Organization as a system– inputs– transformation process– output

TransformationProcessInputs outputs

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Managers

• Who are they?

• What they do?– Henry Fayol: plan, Organize, Command,

Control. Coordinate, – Four managerial functions

• What they really do?– Henry Minzberg: management roles

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PlanningPlanningControllingControlling

LeadingLeading OrganizingOrganizing

The FunctionsThe Functionsof Managementof Management

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Four Managerial Functions• Planning

– defining goals, establishing strategy and plan

• Organizing– determining tasks, resources, coordinating and

decision making

• Leading– motivatiung, directing, communicating

• Controlling– monitoring and correcting

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The Roles of The Roles of ManagementManagement

InformationalInformational•monitormonitor•disseminatordisseminator•spokepersonspokeperson

InterpersonalInterpersonal•FigureheadFigurehead•leaderleader•liaisonliaison

DecisionalDecisional•entrepreneurialentrepreneurial•Disturbance handlerDisturbance handler•Resource allocatorResource allocator•NegotiatorNegotiator

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The Skills ThatThe Skills ThatManagers NeedManagers NeedThe Skills ThatThe Skills ThatManagers NeedManagers Need

TechnicalTechnicalthe ability to applythe ability to apply

specialized knowledgespecialized knowledge

TechnicalTechnicalthe ability to applythe ability to apply

specialized knowledgespecialized knowledge

HumanHumanthe ability to work withthe ability to work with

peoplepeople

HumanHumanthe ability to work withthe ability to work with

peoplepeople

ConceptualConceptualthe ability to analyze andthe ability to analyze and

diagnose situationsdiagnose situations

ConceptualConceptualthe ability to analyze andthe ability to analyze and

diagnose situationsdiagnose situations

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Managerial ActivitiesManagerial Activities

TraditionalTraditionalManagementManagement

NetworkingNetworking

CommunicationCommunication

ManagingManagingHuman ResourcesHuman Resources

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What is Organizational Behavior

• A field of study: individual, group and organization

• a focus on people

• a systematic approach rather than intuition– is behavior predictable?

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

IndividualsIndividuals GroupsGroups

StructuresStructures

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UnderstandingUnderstandingOrganizational Organizational

BehaviorBehavior

IndividualIndividualDifferencesDifferences

FundamentalFundamentalConsistenciesConsistencies

IntuitionIntuition SystematicSystematicStudyStudy

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The Study of Organizational BehaviorThe Study of Organizational Behavior

IndividualIndividual

GroupGroup

OrganizationOrganization

Study ofStudy ofOrganizationalOrganizational

BehaviorBehaviorSocial PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology

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Contingency Theory

• “it all depends”

X

Y

low

High

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Challenges facing OB

• Responding to globalization• managing workforce diversity• improving quality and productivity• improving people skills• empower people• coping with temps• stimulating innovation and change• improve ethic behavior

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Responding to Responding to GlobalizationGlobalization

Working inWorking in

ForeignForeign

CountriesCountries

Working withWorking with

MulticulturalMulticultural

DiversityDiversity

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Managing Workforce Diversity

•Age•Race•Gender•Ethnicity

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Improving Qualityand Productivity

Total QualityTotal QualityManagementManagement

CorporateCorporateReengineeringReengineering

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Improving People SkillsImproving People SkillsPeople as sources of Competitive AdvantagePeople as sources of Competitive Advantage

PersonalPersonalInsightInsight

WorkplaceWorkplaceSkillsSkills

ConceptsConceptsand Theoriesand Theories

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EmpoweringEmpoweringthe Workforcethe Workforce

ManagersManagers

Are GivingAre Giving

Up ControlsUp Controls(coaches, advisers, (coaches, advisers,

sponsors, facilitators)sponsors, facilitators)

Workers AreWorkers Are

AcceptingAccepting

ResponsibilityResponsibility(partners, associates)(partners, associates)

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Coping withCoping with“Temporariness”“Temporariness”

(flexibility, spontaneity, and unpredictability)(flexibility, spontaneity, and unpredictability)

The NatureThe Nature

of Work Isof Work Is

ChangingChanging

OrganizationsOrganizations

Are AlsoAre Also

ChangingChanging

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Stimulating Innovationand Change

Big vs Small

• Maintaining flexibility

• Improving quality

• Introducing new

products and services

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Improving Ethical Behavior

Provide in-house advisers

Create protection mechanisms

Write and distribute codes of ethics

Give seminars, workshops, & training

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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

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The The DependentDependentVariablesVariables

ProductivityProductivity•efficiency

•effectiveness

ProductivityProductivity•efficiency

•effectiveness

AbsenteeismAbsenteeismAbsenteeismAbsenteeism

Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction

OrganizationalOrganizationalCitizenshipCitizenship

OrganizationalOrganizationalCitizenshipCitizenship

TurnoverTurnover•voluntary

•Involuntary

TurnoverTurnover•voluntary

•Involuntary

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Independent VariablesIndependent VariablesIndividual 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

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Overall Course Structure

micro

macro

Ch2. Foundation of individual behaviorCh3. Values, Attitudes and Job satisfactionCh4. Personality and EmotionsCh5. Perception and Individual Decision MakingCh6. Basic Motivation ConceptsCh7. Motivation: From Concepts to Applications

Ch8. Foundation of Group BehaviorCh9. Understanding Work TeamsCh10, CommunicationCh11. Leadership and TrustCh12. Power and PoliticsCh13. Conflict and Negotiation

Ch14. Foundation of Organization StructureCh15. Work Design and TechnologyCh16. Human Resource Policies and PracticesCh17. Organizational CultureCh18. Organizational Change and Stress Management

IndividualLevel

GroupLevel

Organiza-tional Level