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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
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OB
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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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Management Functions (contd)
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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Management Functions (contd)
LeadingA function that includes motivatingemployees, directing others, selectingthe most effective communication
channels, and resolving conflicts.
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Management Functions (contd)
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)
E X H I B I T 13 (contd)
SociologyThe study of people in relation to their fellow human beings.
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Contributing Disciplines to the OB
Field (contd)
E X H I B I T 13 (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)
E X H I B I T 13 (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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The Dependent Variables (contd)
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanentwithdrawal from anorganization.
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The Dependent Variables (contd)
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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The Dependent Variables (contd)
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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The Dependent Variables (contd)
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