1 intorduction of ob

7/30/2019 1 Intorduction of OB

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ChapterONE

What is

OrganizationalBehavior?


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After studying this chapter, you shouldbe able to:

1. Describe what managers do.

2. Define organizational behavior (OB).

3. Explain the value of the systematic study

of OB.4. Identify the contributions made by major

behavioral science disciplines to OB.

5. List the major challenges and

opportunities for managers to use OB

concepts.

LEA

R

NI

N

G

OB

JEC

TIV

ES


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of othersto attain goals

Managers (oradminist rators )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, thatfunctions on a relatively continuous basis

to achieve a common goal or set ofgoals.


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Management Functions

Planning Organizing

LeadingControlling

ManagementFunctions


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Management Functions (contd)

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


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OrganizingDetermining 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.


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LeadingA 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 Workby 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 Workby 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 Workby 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 skills

The 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 processingpaperwork

3. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

4. Networking

Socializing, politicking, and interacting with others


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Allocation of Activities by Time


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Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigates theimpact that individuals, groups, and

structure have on behavior withinorganizations, for the purpose ofapplying such knowledge toward

improving an organizationseffectiveness.


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Complementing Intuition with

Systematic Study

Systematic study

Looking at relationships, attempting to attribute

causes and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

IntuitionGut feelings about why I do what I do and whatmakes others tick.


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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 sometimeschange 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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Contributing Disciplines to the OB

Field (contd)


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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Contributing Disciplines to the OB

Field (contd)


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


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There Are Few Absolutes in OB

x y

Contingency variables: "ItDepends!!!"

Situational factors that make the mainrelationship between two variables change---e.g., the relationship may hold for onecondition but not another.

Country 1

x yCountry 2

May be related to

May NOT be related to

In

In


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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 people during the war on terror.

Managing Workforce Diversity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizing and responding to differences


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Domestic

Partners

Major Workforce Diversity

Categories

Race

Non-Christian

National

Origin

Age

Disability

E X H I B I T 14

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 everythingthe organization does.

4. Accurate measurement.5. Empowerment of employees.

E X H I B I T 16

Ch ll d O i f


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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/LifeConflicts

Improving Ethical Behavior

Managing People during the War onTerrorism


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A Downside to Empowerment?


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Basic OB Model, Stage I

E X H I B I T 1-6

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 (whatorganizational behavior researchers try to understand).


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The Dependent Variables (contd)

ProductivityA performance measure that includeseffectiveness and efficiency.

EffectivenessAchievement of goals.

Efficiency

Meeting goals at a low

cost.


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Absenteeism

The failure to report to work.

Turnover

The voluntary and

involuntary permanentwithdrawal from anorganization.


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Deviant Workplace BehaviorVoluntary behavior that violatessignificant organizational norms and

thereby threatens the well-being ofthe organization and/or any of itsmembers.


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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 (not a behavior) toward ones job; apositive feeling of one's job resulting from anevaluation of its characteristics.


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The Independent Variables

Independent

Variables Can Be

Individual-LevelVariables

OrganizationSystem-Level

Variables

Group-LevelVariables

Independent variable

The presumed cause of some change in the dependentvariable; major determinants of a dependent variable.


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Basic OB

Model,

Stage II

E X H I B I T 1-7

1 intorduction of ob

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