Organizatonal Behavior

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

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

1–1

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What Managers Do

Managerial Activities• Make decisions• Allocate resources• Direct activities of others

to attain goals

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

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Where Managers Work

OrganizationA 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.

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Management Functions

ManagementManagementFunctionsFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

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Management Functions (cont’d)

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

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OrganizingDetermining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

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LeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

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ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

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Mintzberg’s Managerial Roles

E X H I B I T 1–1Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

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Management Skills

Technical skillsThe ability to apply specialized knowledge or expertise.

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

Conceptual SkillsThe mental ability to analyze and diagnose 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 1–2

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 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.

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Replacing Intuition with Systematic Study

Systematic studyLooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on 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 DisciplineToward an OB Discipline

E X H I B I T 1–3

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Contributing Disciplines to the OB Field

E X H I B I T 1–3 (cont’d)

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 (cont’d)


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

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

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AnthropologyThe study of societies to learn about human beings and their activities.

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

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E X H I B I T 1–4

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

ContingencyContingencyVariablesVariablesx y

Contingency variablesSituational factors: variables that moderate the relationship between two or more other variables 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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DomesticDomesticPartnersPartners

Major Workforce Diversity Categories

RaceRaceNon-ChristianNon-Christian

NationalNationalOriginOrigin

AgeAge

DisabilityDisability

E X H I B I T 1–5

GenderGender

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Challenges and Opportunities for OB (cont’d)

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 1–6

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Improving Quality and Productivity

Quality management (QM)– The constant attainment of customer

satisfaction through the continuous improvement of all organizational 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

done and their organization structured if they were starting over.

– Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.

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Challenges and Opportunity for OB (cont’d)

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 1–7

ModelAn abstraction of reality.A simplified representation of 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 (cont’d)

ProductivityA performance measure that includes effectiveness and efficiency.

EffectivenessAchievement of goals.EfficiencyThe ratio of effective output to the input required to achieve it.

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AbsenteeismThe failure to report to work.

TurnoverThe voluntary and involuntary permanent withdrawal from an organization.

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Organizational citizenship behavior (OCB)Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.

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Job satisfactionA general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive.

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The Independent Variables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Independent variableThe presumed cause of some change in the dependent variable.

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Basic OB Model, Stage II

E X H I B I T 1–8

Documents

Organizatonal Behavior