2-Introduction to Organizational Behavior

7/31/2019 2-Introduction to Organizational Behavior

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WHAT IS ORGANIZATIONAL

BEHAVIOR

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Learning Objectives

After studying this chapter you should be able to: Demonstrate the importance of interpersonal skills in theworkplace.

Describe the managers functions, roles, and skills. Define organizational behavior (OB). Show the value to OB of systematic study. Identify the major behavioral science disciplines that

contribute to OB. Demonstrate why there are few absolutes in OB. Identify the challenges and opportunities managers have in

applying OB concepts. Compare the three levels of analysis in this books OB

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The Importance of Interpersonal Skills

Understanding OB helps determine managereffectiveness Technical and quantitative skills are important

But leadership and communication skills are CRITICAL

Organizational benefits of skilled managers Lower turnover of quality employees Higher quality applications for recruitment Better financial performance

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What Managers Do

They get things done through other people.

Management Activities:

Make decisions Allocate resources Direct activities of others to attain goals

Work in an organization A consciously coordinated social unit composed of two or

more people that functions on a relatively continuous basisto achieve a common goal or set of goals.

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Management Functions

Control

Lead

Organize

Plan

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Management Functions: Plan

A process that includes defininggoals, establishing strategy, anddeveloping plans to coordinateactivities.

As managers advance, they do thisfunction more often.

Control

Lead

Organize

Plan

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Management Functions: Organize

Control

Lead

Organize

Plan

Determining what tasks are to bedone, who is to do them, how thetasks are to be grouped, whoreports to whom, and wheredecisions are to be made.

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Management Functions: Lead

Control

Lead

Organize

Plan

A function that includesmotivating employees, directingothers, selecting the mosteffective communicationchannels, and resolvingconflicts.

It is about PEOPLE!

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Management Functions: Control

Monitoring performance,comparing actual performancewith previously set goals, andcorrecting any deviation.

Control

Lead

Organize

Lead

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Discovered ten managerial roles

Separated into three groups:

Interpersonal Informational Decisional

Mintzbergs Managerial Roles

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Mintzbergs Managerial Roles: Interpersonal

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Mintzbergs Managerial Roles: Informational

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Mintzbergs Managerial Roles: Decisional

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Katzs Essential Management Skills

Technical Skills The ability to apply specialized

knowledge or expertise

Human Skills The ability to work with, understand,

and motivate other people, bothindividually and in groups

Conceptual Skills The mental ability to analyze and

diagnose complex situations

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Luthans Study of Managerial Activities

Is there a difference in frequency of managerial activity between effective and successful managers?

Four types of managerial activity: Traditional Management

Decision-making, planning, and controlling.

Communication Exchanging routine information and processing paperwork

Human Resource Management Motivating, disciplining, managing conflict, staffing and

training.

Networking Socializing, politicking, and interacting with others.

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Successful vs. Effective Allocation by Time

Managers who promoted faster (were successful) did differentthings than did effective managers (those who did their jobs well)

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Roles and Functions of Nurse Managers

Six Roles and Functions of the Nurse Manager, Who IsAccountable for:

Excellence in the clinical practice of nursing and thedelivery of patient care on a selected unit or area withinthe health care institutionManaging human, fiscal, and other resources needed to

manage clinical nursing practice and patient care


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Roles and Functions of NurseManagers

Facilitating development of licensed and unlicensednursing and health care personnel

Ensuring institutional compliance with professional,regulatory, and government standards of careStrategic planning as it relates to the unit(s) or area(s),department, and organization as a whole

Facilitating cooperative and collaborative relationshipsamong disciplines/departments to ensure effective,quality patient care delivery


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Levels of Management

First-Level Management

Middle-Level ManagementUpper-Level ManagementCharge NurseStaff Nurse


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Organizational Behavior

A field of study that investigates theimpact that individuals, groups,and structure have on behaviorwithin organizations, for thepurpose of applying suchknowledge toward improving anorganizations effectiveness.

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Intuition and Systematic Study

Gut feelings Individual observation Commonsense

Intuition

Looks at relationships Scientific evidence

Predicts behaviors

SystematicStudy

The two are complementary means of predicting behavior.

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An Outgrowth of Systematic Study

Pose amanagerialquestion

Search forbest availableevidence

Applyrelevant informationto case

Evidence-Based Management (EBM)

Basing managerial decisions on the best availablescientific evidence

Must think like scientists:

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Managers Should Use All Three Approaches

The trick is to know when to go with your gut. Jack Welsh

Intuition is often based on inaccurate informationFaddism is prevalent in managementSystematic study can be time-consuming

Use evidence as much as possible to inform your intuitionand experience. That is the promise of OB.

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Psychology

The science that seeks to measure, explain, andsometimes change the behavior of humans and otheranimals.

Unit of Analysis: Individual

Contributions to OB: Learning, motivation, personality, emotions, perception

Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal attitude

measurement Employee selection, work design, and work stress

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Social Psychology

An area within psychology that blends concepts frompsychology and sociology and that focuses on theinfluence of people on one another.

Unit of Analysis: Group

Contributions to OB: Behavioral change

Attitude change Communication Group processes Group decision making

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Sociology

Unit of Analysis:

-- Organizational SystemContributions to OB: Group dynamics Work teams

Communication Power Conflict Intergroup behavior

-- Group

Formal organization theory Organizational technology

Organizational change Organizational culture

The study of people in relation to their fellow humanbeings.

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Anthropology

Unit of Analysis:

-- Organizational SystemContributions to OB: Organizational culture Organizational environment

-- Group

Comparative values Comparative attitudes

Cross-cultural analysis

The study of societies to learn about human beings andtheir activities.

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Few Absolutes in OB

ContingencyVariable (Z)Independent Variable (X)

Dependent Variable (Y)

In American

Culture

Boss GivesThumbs Up

Sign

Understood asComplimenting

In Iranian orAustralianCultures

Boss GivesThumbs Up

Sign

Understood asInsulting - Up

Yours!

Situational factors that make the main relationshipbetween two variables change e.g., the relationshipmay hold for one condition but not another.

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Challenges and Opportunities for OB

Responding to Globalization Managing Workforce DiversityImproving Quality and ProductivityImproving Customer Service

Improving People SkillsStimulating Innovation and ChangeCoping with Temporariness Working in Networked Organizations

Helping Employees Balance Work-Life ConflictsCreating a Positive Work EnvironmentImproving Ethical Behavior

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Managing Workforce Diversity

The people in organizations are becoming more heterogeneous demographically Embracing diversity Changing Philippine demographics Changing management philosophy Recognizing and responding to differences

Disability

Gender

Age

NationalOrigin

Non-Christian

Race

DomesticPartners

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Developing an OB Model

A model is an abstraction of reality: a simplifiedrepresentation of some real-world phenomenon.Our OB model has three levels of analysis Each level is constructed on the prior level

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Types of Study Variables

Independent (X) The presumed cause of the

change in the dependentvariable (Y).

This is the variable that OBresearchers manipulate toobserve the changes in Y.

Dependent (Y) This is the response to X (the

independent variable). It is what the OB researchers

want to predict or explain. The interesting variable!

X Y Predictive Ability

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Interesting OB Dependent Variables

Productivity Transforming inputs to outputs at lowest cost. Includes the

concepts of effectiveness (achievement of goals) andefficiency (meeting goals at a low cost).

Absenteeism Failure to report to work a huge cost to employers.

Turnover Voluntary and involuntary permanent withdrawal from an

organization.

Deviant Workplace Behavior Voluntary behavior that violates significant organizational

norms and thereby threatens the well-being of theorganization and/or any of its members.

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More Interesting OB Dependent Variables

Organizational Citizenship Behavior (OCB) Discretionary behavior that is not part of an employees

formal job requirements, but that nevertheless promotes theeffective functioning of the organization.

Job Satisfaction A general attitude (not a behavior) toward ones job; a

positive feeling of one's job resulting from an evaluation of its characteristics.

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The Independent Variables

The independent variable (X) can be at any of these threelevels in this model:

Individual Biographical characteristics, personality and emotions,

values and attitudes, ability, perception, motivation,individual learning and individual decision making.

Group Communication, group decision making, leadership and

trust, group structure, conflict, power and politics, and work

teams.Organization System

Organizational culture, human resource policies andpractices, and organizational structure and design.

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Outcomes Management Model

PHASE ONE:

Identify clinical problem -Identify baseline process

contributors-Identify population contributors

Identify desired outcome(s)

Identify instruments and datasources

Build database for project

Measure Baseline

PHASE TWO:

Review and critically appraiseevidence.

Synthesize findings and analyze gapbetween evidence-based andcurrent practice

Identify stakeholders in practicechange

Negotiate adoption of new practice(s)

Develop methods to supportstandardization of new practice(s)(e.g. protocols, order sets)

Adopt New Standard


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Outcomes Management Model

PHASE THREE:Educate clinicians and other

stakeholders about newpractice(s) to be adopted

Role model new practice(s) andserve as resource to troubleshootprocesses

Measure reliability of methods andimplement refinements as needed

Finalize process and outcomemeasurement methods

Begin Data Collection

PHASE FOUR:Close data collection cycle

Statistically analyze effect of newpractice(s) on clinicalproblem/desired outcome(s)

Share findings of analyses withinterdisciplinary stakeholders;identify confounders and reanalyzeas needed

Identify opportunities for additionalimprovement

Return to Phase Two


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OB Model

Independent

Variables (X)

DependentVariables (Y)

T h r e e

L e v e

l s

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Dichotomies Involved in Nursing Administration

N i g Ad i i t ti N tl d ithi


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Nursing Administration as Nestled withinNursing Practice


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Summary and Managerial Implications

Managers need to develop their interpersonal skills tobe effective.OB focuses on how to improve factors that makeorganizations more effective.The best predictions of behavior are made from acombination of systematic study and intuition.Situational variables moderate cause-and-effectrelationships which is why OB theories arecontingent.There are many OB challenges and opportunities formanagers today.Lecture is based on the contingent OB model.

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2-Introduction to Organizational Behavior