bsos lecture 1,2,3
TRANSCRIPT
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o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o r
stephen p. robbins
e l e v e n t h e d i t i o ne l e v e n t h e d i t i o n
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ORGANIZATIONALBEHAVIORORGANIZATIONALBEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S2005 Prentice Hall Inc.All right re erved.2005 Prentice Hall Inc.All right re erved.
PowerPoint Pre entationby Charlie Cook
PowerPoint Pre entationby Charlie Cook
What I OrganizationalBehavior
Chapter OneChapter One
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What Managers Do
What Managers Do
Managerial Activitie
Make deci ion
Allocate re ource Direct activitie of other
to attain goal
Manager (oradministrators)
Individuals who achieve goals through other people.
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Where Managers Work
Where Managers Work
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 ofgoals.
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Management Functions
Management Functions
ManagementManagement
FunctionFunction
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
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Management Functions (contd)
Management Functions (contd)
Planning
A process that includes defining goals,establishing strategy, and developingplans to coordinate activities.
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Management Functions (contd)Management Functions (contd)
Organizing
Determining what tasks are to be done,who is to do them, how the tasks are tobe grouped, who reports to whom, andwhere decisions are to be made.
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Management Functions (contd)Management Functions (contd)
Leading
A function that includes motivatingemployees, directing others, selecting
the most effective communicationchannels, and resolving conflicts.
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Management Functions (contd)Management Functions (contd)
Controlling
Monitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations.
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What is thenature ofmanagerial work?What is thenature ofmanagerial work?
Manager :
Perform jobs that involve directly supporting the
work efforts of others.
Help other people get important things done intimely, high-quality, and satisfying ways.
Assume roles such as coordinator, coach, or team
leader.
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Thenature ofmanagerial work.Thenature ofmanagerial work.
Managers work long hours.
Managers are busy people.
Managers are often interrupted. Managers work mostly with other people.
Managers are communicators.
Managers are problem solvers.
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Thenature ofmanagerial work.Thenature ofmanagerial work.
Manager :
Perform jobs that involve directly supporting the
work efforts of others.
Help other people get important things done in
timely, high-quality, and satisfying ways.
Assume roles such as coordinator, coach, or team
leader.
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Management SkillsManagement Skills
Technical kill
Technical skills arerelativelymore important at entrylevels.
Anability to apply specialized knowledge orexpertise to perform specialized
tasks.
Derives fromknowledge ofexpertisegained fromeducation orexperience.
Proficiencyat using select methods, processes, and procedures to accomplish
tasks.Human kill
The ability to work with, understand, and motivate other people, both individually and in groups.Human skills areconsistently important across allmanageriallevels.
Anability to work well with otherpeople.Emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal
relationships.
Self-awareness.
Capacity forunderstandingand empathizing.
Engages inpersuasivecommunication.
Deals successfully withconflicts.
ConceptualS
killThe mental ability to analyze and diagnose complex situations. Conceptual skills arerelativelymore important at topmanagement levels.Anability to seeand understand how the system works, and how theparts
are interrelated.
Used to: Identifyproblems and opportunities , Gather and
interpret relevant information, Makegood problem-solving
decisions.
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EffectiveVersus Successful Managerial
Activities (Luthans)
EffectiveVersus Successful Managerial
Activities (Luthans)
1. Traditional management
Deci ion making, planning, and controlling
2. Communication Exchanging routine information and proce ing
paperwork
3. Human re ource management
Motivating, di ciplining, managing conflict, taffing,
and training
4. Networking
Socializing, politicking, and interacting with other
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E X H I B I T 12E X H I B I T 12
Allocation ofActivities byTimeAllocation ofActivities byTime
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,
Real Managers (Cambridge, MA: Ballinger, 1988).
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Chapter1
Organizational BehaviorToday
Chapter1
Organizational BehaviorToday
Study que tion . What is organizational behavior and why is it
important?
How do we learn about organizational behavior?
What are organizations like as work settings? What is the nature of managerial work?
How do ethics influence human behavior inorganizations?
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What is organizationalbehavior
and why is it important?
What is organizationalbehavior
and why is it important?
Organizational behavior. Study of individuals and groups in organizations.
Emphasizes high performance organizations.
Occurs in a global context.
Dimensions of individual and group behavior. Nature of organizations.
Core processes.
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What is organizationalbehavior
and why is it important?
What is organizationalbehavior
and why is it important?
Shifting paradigm of organizational behavior.
Demise of command-and-control.
Emergence of new workplace expectations.
Critical role of information technologies.
Belief in empowerment.
Emphasis on teamwork.
Concern for work-life balance.
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What is organizationalbehavior
and why is it important?
What is organizationalbehavior
and why is it important?
Organizational behavior and diver ity. Workforce diversity is the presence of differences
based on:
Gender.
Raceand ethnicity. Age.
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What is organizationalbehavior
and why is it important?
What is organizationalbehavior
and why is it important?
Organizational behavior and diver ity cont. Valuing diversity is a core OB theme.
Interpersonaland cultural sensitivity.
Glass ceiling effect.
Womenand minorities as managers and executives.
Earnings of womenand minorities.
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EnterOrganizational BehaviorEnterOrganizational Behavior
Organizational behavior
(OB)
A field of study that
investigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such
knowledge toward improvingan organizations effectiveness.
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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study
Sy tematic tudy
Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.
Provides a means to predict behaviors.
Intuition
A feeling not necessarily supported by research.
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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study
TheFact
PreconceivedNotion
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Toward anOB DisciplineToward anOB DisciplineToward anOB DisciplineToward anOB Discipline
E X H I B I T 13E X H I B I T 13
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Contributing Disciplines to theOB FieldContributing Disciplines to theOB Field
E X H I B I T 13 (contd)E X H I B I T 13 (contd)
P ychologyThe science that seeks to measure, explain, and sometimes
change thebehaviorofhumans and otheranimals.
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Contributing Disciplines to theOB Field (contd)Contributing Disciplines to theOB Field (contd)
E X H I B I T 13 (contd)E X H I B I T 13 (contd)
SociologyThe study ofpeople inrelation to theirfellow humanbeings.
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Contributing Disciplines to theOB Field (contd)Contributing Disciplines to theOB Field (contd)
E X H I B I T 13 (contd)E X H I B I T 13 (contd)
Social P ychologyAn 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 theOB Field (contd)Contributing Disciplines to theOB Field (contd)
E X H I B I T 13 (contd)E X H I B I T 13 (contd)
AnthropologyThe study of societies to learn about human beings and theiractivities.
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Contributing Disciplines to theOB Field (contd)Contributing Disciplines to theOB Field (contd)
E X H I B I T 13 (contd)E X H I B I T 13 (contd)
Political Science
The study of the behavior of individuals and groupswithin a political environment.
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Challenges and Opportunities forOBChallenges and Opportunities forOB
Re ponding 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 Diver ity
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizingand responding to differences
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DomesticDomestic
PartnersPartners
MajorWorkforce Diversity CategoriesMajorWorkforce Diversity Categories
RaceRace
NonNon--ChristianChristian
NationalNational
OriginOrigin
AgeAge
DisabilityDisability
E X H I B I T 15E X H I B I T 15
GenderGender
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Challenges and Opportunities forOB (contd)Challenges and Opportunities forOB (contd)
Improving Quality and Productivity Quality management (QM)
Process reengineering
Re ponding to the LaborShortage
Changing work force demographics Fewer skilled laborers
Early retirements and older workers
Improving Cu tomerService
Increased expectation of service quality Customer-responsive cultures
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What Is Quality Management?What Is Quality Management?
1. Inten e focu on the cu tomer.
2. Concern for continuou improvement.
3. Improvement in the quality of everything
the organization doe .
4. Accurate mea urement.
5. Empowerment of employee .
E X H I B I T 16E X H I B I T 16
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Challenges and Opportunity forOB (contd)Challenges and Opportunity forOB (contd)
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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BasicOB Model, StageIBasicOB Model, StageI
E X H I B I T 17E X H I B I T 17
Model
An abstraction of reality.A simplified representationof some real-worldphenomenon.
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How do ethics influencehumanbehavior in organizations?How do ethics influencehumanbehavior in organizations?
Ethical behavior.
Good and right as opposed to bad orwrong in a particular setting.
Ways of thinking about ethical behavior.
Utilitarian view.
Individualism view. Moralrights view.
Justice view.
How do ethics influencehumanbehavior in
organizations?
How do ethics influencehumanbehavior in
organizations?
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How do ethics influencehumanbehavior in organizations?How do ethics influencehumanbehavior in organizations?
Ethical dilemma in the workplace cont.
Rationalizations for unethical behavior:
Pretending thebehavior is not really unethicalor illegal.
Saying thebehavior is really in theorganizations orpersons best interest.
Assuming thebehavior is acceptable if others
dont find out about it. Presuming that superiors will support andprotect you.
How do ethics influencehumanbehavior in
organizations?
How do ethics influencehumanbehavior in
organizations?
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How do ethics influencehumanbehavior in organizations?How do ethics influencehumanbehavior in organizations?
Organizational ocial re pon ibility.
The obligation of organizations to behave inethical and moral ways as institutions of thebroader society.
Managers should commit organizations to:
Pursuit ofhighproductivity. Corporate socialresponsibility.
How do ethics influencehumanbehavior in
organizations?
How do ethics influencehumanbehavior in
organizations?