Final OB Intro Class
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WHAT IS ORGANIZATIONAL BEHAVIORChapter 1, Stephen P. Robbins and
Nancy Langton, Fundamentals of Organizational Behaviour, Second
Canadian Edition. Copyright © 2004 Pearson Education Canada
Inc.
Chapter 1
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
What is Organizational Behaviour?
What is organizational behaviour?
What challenges do managers and employees face in the workplace of
the 21st century?
How does knowing about organizational behaviour make work and life
more understandable?
Isn’t organizational behaviour common sense? Or just
psychology?
What are the building blocks to understanding organizational
behaviour?
Questions for Consideration
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Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Organizational Behaviour
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This material is found in more detail on page 3.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Why Do We Study OB?
To learn about yourself and how to deal with others
You are part of an organization now, and will continue to be a part
of various organizations
Organizations are increasingly expecting individuals to be able to
work in teams, at least some of the time
*
This is one of the slides I use on the first day of class to help
motivate the course.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-1 Challenges Facing the Workplace
Workplace
Group Level
The material for this illustration is found on page 5.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Today’s Challenges in the Canadian Workplace
Challenges at the Individual Level
Job Satisfaction
Working With Others
This material is found in more detail on pages 5-9.
1. In a 2002 survey of 1100 Canadian and American employees, more
than half reported negative feelings about their jobs.
2. Overall job satisfaction in the Canadian workplace has been
declining.
• In 1991, 62% of employees reported they were highly satisfied
with their jobs.
In 2001, only 45% of employees reported they were highly satisfied
with their jobs.
3. Managers are empowering employees. They are putting employees in
charge of what they do. And, in the process, managers are learning
how to give up control, and employees are learning how to take
responsibility for their work and make appropriate decisions.
4. In addition to the more obvious groups—women, First Nations
peoples, Asian Canadians, African Canadians, Indo-Canadians—the
workplace also includes people with disabilities, gays and
lesbians, and the elderly.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Today’s Challenges in the Canadian Workplace
Challenges at the Organizational Level
Productivity
Managing and Working in a Global Village
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This material is found in more detail on pages 9-12.
1. Absences in 2001 resulted in the loss of 3.4% of weekly work
time. Absenteeism’s annual cost has been estimated at over $18
billion for Canadian firms and $60 billion for U.S.
organizations.
2. In recent years, Canadian businesses have faced tough
competition from the United States, Europe, Japan, and even China.
To survive, they have had to cut fat, increase productivity, and
improve quality.
3. As multinational corporations develop operations worldwide, as
companies develop joint ventures with foreign partners, and as
workers increasingly pursue job opportunities across national
borders, managers and employees must become capable of working with
people from different cultures.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Productivity
Productivity
Effectiveness
Efficiency
*
This material is found in more detail on pages 9.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Effective Employees
Turnover
Organizational citizenship behaviour
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This material is found in more detail on pages 10-11.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-2 Companies Respected for their HR Management
1.
“
The Globe and Mail
*
The material for this illustration is found on page 13.
Many of the firms that made the KPMG-Ipsos-Reid top 10 list of Most
Respected Corporations for Human Resource Management also scored
high on financial performance, and investment value.
Five of the companies placed in the top 10 on both financial
measures
Eight scored in the top 10 of at least one of the financial
measures.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
How Will Knowing OB Make a Difference?
For Managers
Knowing organizational behaviour can help you manage well and makes
for better corporations.
Managing people well leads to greater organizational
commitment.
Finally, managing well may improve organizational
citizenship.
*
The material for this illustration is found on pages 13-14.
Organizational commitment refers to an employee’s emotional
attachment to the organization, resulting in identification and
involvement with the organization.
This type of commitment is often called affective commitment and
represents the attitude of managers and employees who go beyond
expected behaviours to provide extra service, extra insight, or
whatever else is needed to get the job done.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
How Will Knowing OB Make a Difference?
For Individuals
What if I’m not going to work in a large organization?
The theories generally apply to organizations of any size.
What if I don’t want to be a manager?
To some extent, the roles of managers and employees are becoming
blurred in many organizations.
*
The material for this illustration is found on pages 14-15.
Organization: A consciously coordinated social unit, composed of a
group of people, that functions on a relatively continuous basis to
achieve a common goal or set of goals.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Bottom Line: OB Is For Everyone
Organizational behaviour is not just for managers.
The roles of managers and employees are becoming blurred in many
organizations.
Managers are increasingly asking employees to share in their
decision-making processes rather than simply follow orders.
*
The material for this illustration is found on pages 13-15.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Contributing Disciplines to the OB Field
Psychology
Sociology
This material is found in more detail on pages 15-16
Psychology is the science that seeks to measure, explain, and
sometimes change the behaviour of humans and other animals.
Sociology: Whereas psychologists focus on the individual,
sociologists study the social system in which individuals fill
their roles; that is, sociology studies people in relation to other
human beings.
Social psychology is an area within psychology, but it blends
concepts from psychology and sociology. It focuses on the influence
of people on one another. One of the major areas receiving
considerable investigation from social psychologists has been
change--how to implement it and how to reduce barriers to its
acceptance. processes.
Anthropology is the study of societies to learn about human beings
and their activities. Anthropologists’ work on cultures and
environments, for instance, has helped us understand differences in
fundamental values, attitudes, and behaviour between people in
different countries and within different organizations.
Political science studies the behaviour of individuals and groups
within a political environment. Specific topics of concern include
structuring of conflict, allocation of power, and the manipulation
of power for individual self-interest.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-3
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
The Rigour of OB
OB looks at consistencies
OB is more than common sense
Systematic study, based on scientific evidence
OB has few absolutes
Considers behaviour in context
This material is found in more detail on pages 15-18.
This would be a good place to get students’ views on questions such
as: (1) Are happy workers always productive workers? (2) Are
individuals always more productive when their boss is a real
“people person?” (3) Does everyone want a challenging job?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Beyond Common Sense
Systematic Study
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This material is found in more detail on page 17.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-4
The material for this illustration is found on page 18.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Summary and Implications
OB is a field of study that investigates the impact that
individuals, groups, and structure have on behaviour within an
organization.
OB focuses on improving productivity, reducing absenteeism and
turnover, and increasing employee job satisfaction and
organizational commitment.
OB uses systematic study to improve predictions of behaviour.
*
This material is found in more detail on page 20.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
OB at Work
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
For Review
1. Define organizational behaviour.
2. What is an organization? Is the family unit an organization?
Explain.
3. “Behaviour is generally predictable, so there is no need to
formally study OB.” Do you agree or disagree with this statement?
Why?
4. What are some of the challenges and opportunities that managers
face as we move into the 21st century?
5. What are the three levels of analysis in our OB model? Are they
related? If so, how?
6. Why is job satisfaction an important consideration for OB?
7. What are effectiveness and efficiency, and how are they related
to organizational behaviour?
*
This material is found in more detail on page 21.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
For Critical Thinking
1. “The best way to view OB is through a contingency approach.”
Build an argument to support this statement.
2. “OB is for everyone.” Build an argument to support this
statement.
3. Why do you think the subject of OB might be criticized as being
“only common sense,” when one would rarely hear such a criticism of
a course in physics or statistics? Do you think this criticism of
OB is fair?
*
This material is found in more detail on page 21.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Learning About Yourself
*
The material for this exercise is found on page 23.
Use this to remind students of the scoring key as they fill out the
survey.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Learning About Yourself Exercise
5. Motivating others
7. Planning
8. Organizing
9. Controlling
11. Evaluating routine information
14. Interpersonal communication
15. Developing subordinates
16. Team building
23. Negotiating agreement and commitment
24. Negotiating and selling ideas
*
The material for this exercise is found on page 23.
Ask students for a show of hands to determine which skills they
deem most important. You can then related this to the competing
values framework to indicate which areas of OB/mgt. behaviour would
be weakened because of omitted skills.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Breakout Group Exercises
Form small groups to discuss the following topics:
1. Consider a group situation in which you have worked. To what
extent did the group rely on the technical skills of the group
members vs. their interpersonal skills? Which skills seemed most
important in helping the group function well?
2. Identify some examples of “worst jobs.” What conditions of these
jobs made them unpleasant? To what extent were these conditions
related to behaviours of individuals?
*
This material is found in more detail on page 24.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Working With Others Exercise
This exercise asks you to consider the skills outlined in the
Competing Values Framework to develop an understanding of
managerial expertise. Steps 1–4 can be completed in 15–20
minutes.
1. Using the skills listed in “Learning About Yourself,” identify
the 4 skills that you think all managers should have.
2. Identify the 4 skills that you think are least important for
managers to have.
3. In groups of 5–7, reach a consensus on the most-needed and
least-needed skills identified in Steps 1 and 2.
*
The material for this exercise is found on page 24.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
From Concepts to Skills
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-5
The material for this illustration is found on page 27.
In teaching this, you may want to start by having students do the
Learning about Yourself and Working with Others exercises on pages
23 and 24. Debriefing the exercise will provide information about
what skills students think are important, and what skills they
believe they already have.
You can then point to the skill gaps, and the problems that
organizations and managers would face as a result.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Competing Values Framework
Inwardly toward employee needs and concerns and/or production
processes and internal systems
or
Outwardly, toward such factors as the marketplace, government
regulations, and the changing social, environmental, and
technological conditions of the future
Flexibility-Control Dimension
Flexible and dynamic, allowing more teamwork and participation;
seeking new opportunities for products and services
or
*
This material is found in more detail on pages 27-28.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-6 Skills for Mastery in the New Workplace
Source: R.E. Quinn. Beyond Rational Management. San Francisco:
Jossey-Bass Inc., 1988, p. 48.
Flexibility
Internal
External
Control
Mentor
Innovator
The material for this illustration is found on page 28.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Supplemental Material
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exercise
Pick an interviewer
Decide on questions or topics you want interviewer to ask me
The interview
Introduce interviewer to me and the class
*
On the first day of class I permit students to do a round-robin
interview of me—each group asks one question, and we go around the
room, several times until all questions have been answered. I let
them ask anything they want: about the course, about me, about
anything the want to know. I have found this has worked well to set
the tone that all questions will be treated with respect (even if
in some cases I do not give them the answer they request—for
instance, my salary). I have done this for years, and have been
quite happy with the results.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Figure 1.6 Diversity
*
Figure 1.6 illustrates the characteristics used to define the bases
of diversity.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Insert Figure 1.1 here
Figure 1.1 illustrates how organizational behavior concepts and
theories allow people to correctly understand, describe, and
analyze the characteristics of individuals, groups, work
situations, and the organization itself.
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-2
Research Methods in OB
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-2
Research Methods in OB
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Exhibit 1-2
Research Methods in OB
*
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Flexibility
Control
Mentor
Innovator
Broker
Facilitator
Monitor
Producer
Coordinator
Director
Roles and Skills in the New Workplace
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Autocratic
Custodial
Supportive
Collegial
System
Social Organization BADHON
Some Corporate Firm
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of
Organizational Behaviour, Second Canadian Edition. Copyright © 2004
Pearson Education Canada Inc.
Personality
Perception
Learning
Work Stress