chap-1 (defin ob)
TRANSCRIPT
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What is Organizational
Behavior?
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Definitions:
Managers:
Individuals who achieve goals through otherpeople.
Organization:A consciously coordinated social unit,composed of two or more people, thatfunctions on a relatively continuous basis to
achieve a common goal or a set of goals.
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Management functions:
Planning:
Includes defining goals, establishing strategyand developing plans to coordinate activities.
Organizing:Determining what tasks are to be done, whois to do them, how the tasks are to begrouped, who reports to whom, and where
decisions are to be made.
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Leading:
Includes motivating employees, directingothers, selecting the most effective
communication channels and resolvingconflicts,
Controlling:
Monitoring activities to ensure they are being
accomplished as planned and correcting anysignificant deviations.
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Management Roles:
Interpersonal Roles: (figurehead, leadership,
liaison)
Information Roles: (monitor, disseminator,
spokesperson) Decisional Roles: (entrepreneur, disturbance
handler, resource allocator, negotiator)
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Management Skills:
Technical Skills:
The ability to apply specialized knowledge orexpertise.
Human Skills:The ability to work with, understand, andmotivate other people, both individually and ingroups.
Conceptual Skills:The mental ability to analyze and diagnosecomplex situations.
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Effective vs. Successful Managers:
Managerial activities:
Traditional Management
Communication
Human Resource Management
Networking
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Allocation of Activities by Time:
Traditional mgt. Communication
HRM Networking
Effective managers Average managers Successful managers
44%
26%
11%19%
29%
20%
19% 32%
48% 28%
11%
13%
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Organizational Behavior (OB):
A field of study that investigates the impactthat individuals, groups and structure have onbehavior within organizations, for the purposeof applying such knowledge toward improvingan organizations effectiveness. OB includesthe core topics of motivation, leader behaviorand power, interpersonal communication,group structure and processes, learning,
attitude development and perception, changeprocesses, conflict, work design and workstress.
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Predicting behavior:
Systematic study:
Looking at relationships, attempting to
attribute causes and effects, and drawing
conclusions based on scientific evidence. Intuition:
A feeling not necessarily supported by
research.
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Contributing Disciplines
to the OB Field: Psychology:
The science that seeks to measure, explainand sometimes change the behavior ofhumans and other animals.
Sociology:The study of people in relation to their fellowhuman beings.
Social Psychology:
An area within psychology that blendsconcepts from psychology and sociology andthat focuses on the influence of people onone another.
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Anthropology:
The study of societies to learn about human
beings and their activities.
Political science:
The study of the behavior of individuals and
groups within a political environment.
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Challenges and Opportunities
for OB:
Responding to Globalization Increased foreign assignments Working with people from different cultures
Coping with anticapitalism backlash Movement of jobs to countries with low-
cost labor Managing people during the war on terror
Managing workforce Diversity Changing demographics
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Improving quality & productivity
Improving customer service
Improving people skills
Stimulating innovation and change Coping with temporariness
Working in networked organizations
Helping employees balance work-life conflicts Creating a positive work environment
Improving ethical behavior
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Developing an OB model:
Basic OB model, stage 1
Organization
Systems level
Group level
Individual level
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Primary dependent variables in OB:
Productivity:
A performance measure including
effectiveness and efficiency. Effectivenessis achievement of goals and the efficiency is
the ratio of effective output to the input
required to achieve it.
Absenteeism:
Failure to report to work.
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Turnover:
Voluntary and involuntary permanent
withdrawal from the organization.
Deviant workplace behavior:
Voluntary behavior that violates significant
organizational norms and in so doing
threatens the well-being of the organization orits members.
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Organizational citizenship Behavior (OCB):
Discretionary behavior that is not part of anemployees formal job requirements but that
nevertheless promotes the effectivefunctioning of the organization.
Job satisfaction:
A general attitude toward ones job; the
difference between the amount of rewardsworkers receive and the amount they believethey should receive.
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The independent variables:
Individual-level variables; such as biographical
characteristics, ability, values, attitudes,
personality, emotions, perception, learning andmotivation.
Group-level variables; such as group structure,
work teams, communication, group decision
making, leadership & trust, power & politics andconflict.
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Organization systems level variables; such as
design of the formal organization, work
processes and jobs, human resource policiesand practices and the organizations culture.
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