what is organizational behavior -1
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What Is Organizational Behavior?
What is Organization Behavior
Define Organizational Behavior,
Disciplines That Contribute to the OB Field,
Challenges and Opportunities for OB,
Developing an OB Model.
Define Management?
What Managers Do
(Management Functions,
Process,
Management Roles,
Management Skills), - 1-0
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What is organization ?
It is a group of people who work independently towards some purpose.
Organization is not physical structure; rather; they are people who work
together to achieve a set of goals.
People who work in an organization have structure pattern of interaction,
meaning that they expect each other to complete certain task in an
organized way.
Basically, an organization is a group of people intentionally organized toaccomplish an overall, common goal or set of goals. Business
organizations can range in size from two people to tens of thousands.
Organizations have major subsystems, such as departments, programs,
divisions, teams, etc. Each of these subsystems has a way of doing things
to, along with other subsystems, achieve the overall goals of theorganization. Often, these systems and processes are define by plans,
policies and procedures.
A 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. 1-1
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Organizational Behavior
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
organizations effectiveness.
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Definition
OB is an academic discipline concerned with understanding anddescribing human behavior in an organizational environment. It
seeks to shed light on the whole complex human factor in
organization by identifying cause and effect of that behavior.
OB involves 3 levels- Individual level
Group level
Organization level
Element of OB
People
Structure(hierarchy, authority, responsibility, design level)
Technology
External and internal environment 1-3
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Contributing Disciplines
Psychology
Sociology
Social
Psychology
Anthropology
Many behavioral sciences
have contributed to the
development of
OrganizationalBehavior
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Psychology
The science that seeks to measure, explain, andsometimes change the behavior of humans and other
animals.
Unit ofAnalysis: 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 the
influence of people on one another.
Unit ofAnalysis: Group
Contributions to OB:
Behavioral change
Attitude change Communication
Group processes
Group decision making
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Sociology
Unit ofAnalysis:
-- Organizational System
Contributions 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 human
beings.
1-7 2009 Prentice-Hall Inc. All rights reserved.
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Anthropology
Unit ofAnalysis:
-- Organizational System
Contributions to OB:
Organizational culture
Organizational environment
-- Group
Comparative values
Comparative attitudes
Cross-cultural analysis
The study of societies to learn about human beings and
their activities.
1-8 2009 Prentice-Hall Inc. All rights reserved.
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Major disciplines and their contributions to ob
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Nature and Scope OBNature can only be known through organizational relationship, pattern of
behavior-
OB exists at multiple level- individual, group, organizational.
It is both science and art. Behavioral knowledge is science and applying that
knowledge is an art.
OB is rational thinking. Its goals are to understand, explain, predict andcontrol human behavior in organization. It is action oriented and goal oriented.
It seeks balance between human and technical values at workto achieve
productivity by building and maintaining employee dignity, growth and
satisfaction, rather than at the expense of these values.
OB is a field which integrate various behavioral sciences (Physiology,
sociology, anthropology, psychology etc.
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Few Absolutes in OB
ContingencyVariable (Z)
IndependentVariable (X)
DependentVariable (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 changee.g., the relationship
may hold for one condition but not another.
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Challenges and Opportunities for OB
Responding to GlobalizationManaging Workforce Diversity
Improving Quality and Productivity
(needs higher involvement)
Improving Customer Service
(need to create customer responsive culture)
Improving People Skills(learning, motivating
technique etc)
Stimulating Innovation and Change
Coping with TemporarinessWorking in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior
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Responding to Globalization
Increased foreign assignments
Working with people from different
cultures
Coping with anti-capitalism backlash
(Capitalism focus on growth efficiency andprofit) Finland, France many middle east
countries are not capitalist
Overseeing movement ofjobs to countries
with low-cost labor and it is often
criticized by politician, leaders, local
community etc.
Managing people during the war on terror
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Managing Workforce Diversity
The people in organizations are becoming moreheterogeneous demographically
Embracing diversity
Changing U.S. 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
Amodelis an abstraction of reality: a simplifiedrepresentation of some real-world phenomenon.
Basic OB model, Stage 1
Our OB model has three levels of analysis Each level is constructed on the prior level
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Types ofStudy Variables
Independent (X)
The presumed cause of thechange in the dependent
variable (Y).
This is the variable that OB
researchers manipulate to
observe the changes in Y.
Example
Individual
Group
Organizational system
Dependent (Y)
This is the response to X (the
independent variable).
It is what the OB researchers
want to predict or explain.
The interestingvariable!
Example
Productivity,
Turn over,
Absenteeism
Deviant Workplace
Behavior Organizational
Citizenship Behavior (OCB),
Job Satisfaction
XX YY Predictive AbilityPredictive Ability1-16
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Interesting OB Dependent Variables
Productivity Transforming inputs to outputs at lowest cost. Includes the
concepts ofeffectiveness (achievement of goals) and
efficiency (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 the
organization 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 the
effective 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 three
levels 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 and practices, and
organizational structure and design.
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OB Model
Independent
Variables (X)
Dependent
Variables (Y)
Th
ree
Levels
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Management
It is the art of getting things done through and with the
help of people in a formally organized group. It designsand maintain an environment in which individuals work
together to accomplish selected goals.
Management is the attainment of organization goals in an
effective and efficient manner through planning,
organizing, commanding, co-ordinating and controlling
of all technical financial and human activities.
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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 basis
to achieve a common goal or set of goals.
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Management process
It is a systematic method of handling activities. Allmanagers regardless of their particular skills or
aptitude perform certain functions to get things done
by others. These functions are interrelated and involve
relationship and time.
Management process is the set of on going process and
work activities in which managers engage as they plan,
organize, lead, and control. Manager manage their
work activities are usually done in continuous mannerthat is, in a process.
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Management process
Foyal classificationPlanning
Organizing
Commanding
Co-ordinating
ControllingGullick and Urwick
(POSDCORB)
Planning
Organizing
Staffing
Directing
Co-ordinating
Reporting
budgeting
Koontz and DonnelsPlanning
Organizing
Staffing
Leading
controlling
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Functions ofManagement
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Management Functions
Control
Lead
Organize
Plan
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Management Functions: Plan
A process that includes defining
goals, establishing strategy, anddeveloping course of actions (plans)
to coordinate activities.
The management function that
assesses the management
environment to set future
objectives and map out
activities necessary to achieve
those objectives.
Control
Lead
Organize
Plan
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Management Functions: Organize
Control
Lead
Organize
Plan
It is an important dynamic aspect
determining
1. what tasks are to be done,
2. who is to do them,
3. how the tasks are to be
grouped,
4. who reports to whom, and
5. where decisions are to be
made.
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Organizing
The process of identifying and grouping the work to beperformed, who has to perform them, on what basis the
task are to be grouped, who reports to whom and who
should have the authority to take decision.
Organizing is a function involving-
1. Assigning tasks and duties
2. Grouping task
3. Delegating authority and responsibility4. Allocation of resources
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Management Functions: Lead
Control
Lead
Organize
Plan
It is the process of influencing people so that they
will contribute to organization and group goals. It isthis area of management that behavioral science
have major contribution.
A function that includes-
1. Understanding nature and behavior of people2. motivating employees,
3. directing others,
4. selecting the most effective communication
channels, and5. Understanding stress and resolving conflicts.
It is about PEOPLE!
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Management Functions: Control
Monitoring performance, comparing actual
performance with previously set goals(plannedperformance), and correcting any deviation.
Therefore there is considerable overlap
between controlling and other functions like
planning, organizing and leading.
Importance of controlling
1. Coping with uncertainty
2. Detecting irregularity
3. Identifying opportunity
4. Handling complex situation
5. Minimizing cost
6. Decentralizing authority
Control
Lead
Organize
Lead
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Controlling
Desired performanceActual performance
Measurement of actual performance Comparison of
actual performance against std.Identification of
deviation Analysis of causes of deviation Program of
corrective action Implementation of correction
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Managers Role
Henry Mintzber
Natalie Anderson (Liaison, Monitor,
Negotiator
Henri Foyal (Planning, organizing,leading, controlling, co-ordinating )
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Discovered ten managerial roles
Separated into three groups:
Interpersonal-(Figure Head, leader,
liaison)
Informational (monitor, disseminator,
Liaison)
Decisional- (Entrepreneur, resource
allocation, disturbance handler,
negotiator)
Henry Mintzbergs Managerial Roles
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The Importance of Interpersonal Skills
Understanding OB helps determine manager
effectiveness
Technical and quantitative skills are important
But leadership and communication skills are CRITICAL
Organizational benefits of skilled managers
Lower turnover of quality employees (retention ofemployee)
Higher quality applications for recruitment
Better financial performance
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Mintzbergs Managerial Roles: Interpersonal
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This role involves people and other duties
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Mintzbergs Managerial Roles: Informational
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Manager receives collect and disseminate information. They seek external
and internal information by reading reports, periodicals, through personal
contact etc, then they disseminate to insider and outsider through boardmeeting, media etc
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Mintzbergs Managerial Roles: Decisional
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Role that revolve around searching for opportunities, improvingsituation by making better and efficient choices
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Katzs Essential Management Skills
Technical Skills The ability to use process, apply
specialized knowledge or expertise
Human Skills
The ability to work with, understand,and motivate other people, both
individually and in groups
Conceptual Skills
The mental ability to analyze and
diagnose complex situations, co-ordinate and integrate all of an
organizational interest and activities,
understanding when and where
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Luthans Study of Managerial Activities
Is there a difference in frequency of managerial activitybetween 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 andtraining.
Networking
Socializing, politicking, and interacting with others.
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Successful vs. Effective Allocation by Time
Managers who promoted faster (were successful) did different
things than did effective managers (those who did their jobs well) 1-41
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Intuition and Systematic Study
Gut feelings
Individual observation
CommonsenseIntuition
Looks at relationships
Scientific evidence
Predicts behaviors
Systematic
Study
The two are complementary means of predicting behavior.
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An Outgrowth ofSystematic Study
Pose amanagerialquestion
Search forbestavailable
evidence
Applyrelevantinformationto case
Evidence-Based Management (EBM)
Basing managerial decisions on the best available
scientific 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.
JackWelsh
Intuition is often based on inaccurate information
Faddism is prevalent in management
Systematic study can be time-consuming
Use evidence as much as possible to inform your intuition
and experience. That is the promise of OB.
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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 make
organizations more effective.
The best predictions of behavior are made from acombination of systematic study and intuition.
Situational variables moderate cause-and-effect
relationships which is why OB theories are
contingent.
There are many OB challenges and opportunities for
managers today.
The textbook is based on the contingent OB model.
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