introduction & overview presentation 2010
DESCRIPTION
Introduction to Organization BehaviorTRANSCRIPT
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Lecture Notes: Introduction 1
WELCOMETO ORGANIZATION
BEHAVIORTHE UNIVERSAL MANAGEMENT COURSE
TAKEN BY MANAGEMENT STUDENTS ALL OVER THE WORLD !
MAN 262 - SECTION 4
INSTRUCTORDr. Fred J. Woolley
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Lecture Notes: Introduction 2
INTRODUCTION& OVERVIEW
ORGANIZATION BEHAVIOR
REVIEW OFMANAGEMENT CONCEPTS
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Lecture Notes: Introduction 3
THE REVOLUTION OF THE 20th CENTURY
FROM 1900
Rural
Stationary
Self-Sufficient
Isolated
Active
TO 2000
Urban
Mobile
Dependent
Connected
Inactive
FEW ORGANIZATIONS
ORGANIZATIONS ARE EVERTHING
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Lecture Notes: Introduction 4
THE ORGANIZATION PARADIGM SHIFT
TRADITIONAL HIERARCHIES
FROM
•Dependence
•Attendance
•Obedience
•Impersonal
FLEXIBLE NETWORKS OF TEAMS
TO
•Interdependence
•Commitment
•Involvement
•Personal
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Lecture Notes: Introduction 5
CURRENT MACRO-ISSUES FACING ORGANIZATIONS1. GLOBALIZATION:
Mergers/Takeovers (Banks, Airlines, Auto Industry etc) Banking and Financial Systems Competition/Marketing
2. ORGANIZATION DESIGN: Downsizing (Flatter Organizations) Reengineering Teams
3. EMPOWERING EMPLOYESS: Partners or Associates - NOT employees Caring vs Personal Distance The personal side of the employee is important
4. SPEED: How fast products & services can be delivered to
Customers (i.e. customer-driven systems)
5. COMMUNICATION TECHNOLOGY: Instant Flexible in terms of groups and tasks Flattens the organization Empowerment
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Lecture Notes: Introduction 6
TWO FUNDAMENTAL CONCEPTS
ORGANIZATIONS ARE ONLY AS GOOD AS THE QUALITY OF THEIR MANAGERS !!!
85% OF ALL CORPORATE FAILURES ARE CAUSED BY
POOR MANAGEMENT
!!!
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Lecture Notes: Introduction 7
KEY COMPETITIVE ISSUESA SURVEY OF 615 EXECUTIVES FROM THE FORTUNE 1000 GROUP
“WHAT IS THE CRITICAL FACTOR DETERMINING QUALITY AND PRODUCTIVITY”
PRACTICING EXECUTIVES ARE CONVINCED THAT HUMAN RESOURCE ISSUES ARE THE MOST CRITICAL FOR ORGANIZATIONAL SUCCESS.
• Employee Motivation (85% rated it as critical)
• Corporate Culture (82%)
• Employee Education (74%)
• Process Control (53%)
• Expenditures on Capital Equipment (45%)
• More Control of Supplies (36%)
• More Inspections (28%)
2
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Lecture Notes: Introduction 8
THE CRITICALITY OF MANAGEMENTTHE CRITICALITY OF MANAGEMENT
The Hanson Study (1986)
“What explains the Financial Success of the Companies that are Highly Effective”
THE ABILITY OF MANAGERS TO MANAGE PEOPLE EFFECTIVELY IS
3 TimesMORE EFFECTIVE THAN ALL OTHER FACTORS
COMBINED !!!
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Lecture Notes: Introduction 9
ORGANIZATIONS
A Social Entity that is Consciously Coordinated to Achieve Selected Goals !!!
THE NATURE OF ORGANIZATIONS
• Social Systems: Activities Governed by Social &
Psychological Laws
• The Internal Environment is forever Changing – Never Static
• Mutual Interest: The Organization Needs People,
and People Need Organizations.
DEFINITION
3
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Lecture Notes: Introduction 10
MANAGEMENTMANAGEMENT
ACHIEVING ORGANIZATIONAL GOALS THROUGH AND WITH THE EFFORTS OF OTHERS !
HELPING OTHERS ACHIEVE THEIR GOALS !
THE NATURE OF MANAGEMENT :
• Managers Spend 80% of their Time Managing the Behavior (Performance) of Others !
• Management is Intensely Interpersonal !
• OB is a MAJOR TOOL for Managing Others !
DEFINITION
3
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Lecture Notes: Introduction 11
COMMON ASSUMPTION:
SOCIAL FORCES SHAPE OUR ORGANIZATIONS:
1. POLITICS
2. ECONOMICS
3. RELIGION
PERROW ARGUES:
LARGE ORGANIZATIONS ARE CHANGING SOCIETY:
1. POLITICS2. SOCIAL CLASS
(Org’l Rank)3. TECHNOLOGY4. SERVICES5. FAMILY6. RELIGION
? ?
DO ORGANIZATIONS SHAPE OUR LIVES?
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Lecture Notes: Introduction 12
MANAGEMENT PROCESSES
ORGANIZATION BEHAVIOR
REVIEW OFMANAGEMENT CONCEPTS
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Prentice Hall, 2001 Chapter 1 13
OrganizingOrganizingPlanningPlanning
ControllingControlling LeadingLeading
The FunctionsThe Functionsof Managementof Management
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Lecture Notes: Introduction 14
A BASIC MANAGEMENT MODELA BASIC MANAGEMENT MODEL
TO ACHIEVE:
Ø
Ø
Ø
Ø
Ø
Ø
FEEDBACK
MANAGEMENT PERFORMS THESE
FUNCTIONS:
Ø
Ø
Ø
Ø
TO COORDINATE THE BEHAVIOR
OF:
Ø
Ø
Ø
Planning
Organizing
Leading
Controlling
Individuals
Groups
Organizations
• Production
• Satisfaction
• Efficiency
• Adaptiveness
• Development
• Survival
(The Process Model)
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Lecture Notes: Introduction 15
MODERN MANAGEMENT:MODERN MANAGEMENT:A COMPOSITE OF MODELSA COMPOSITE OF MODELS
THE
PROCESS
MODEL
EFFECTIVE
MODERN
MANAGEMENT
THE
SYSTEMS
MODEL
THE
CONTINGENCY
MODEL
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Lecture Notes: Introduction 16
MANAGEMENT SKILLS
ORGANIZATION BEHAVIOR
REVIEW OFMANAGEMENT CONCEPTS
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Prentice Hall, 2001 Chapter 1 17
The Skills ThatThe Skills ThatManagers NeedManagers NeedThe Skills ThatThe Skills ThatManagers NeedManagers Need
TechnicalTechnicalTechnicalTechnicalInter-Inter-PersonalPersonal
Inter-Inter-PersonalPersonal ConceptualConceptualConceptualConceptual
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Lecture Notes: Introduction 18
SKILLS IMPORTANT AT EACH SKILLS IMPORTANT AT EACH MANAGEMENT LEVELMANAGEMENT LEVEL
Interpersonal Skills Technical Skills Conceptual Skills
Middle
Management
Top
Management
First-line
Management
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Lecture Notes: Introduction 19
Motivating
Managing * Change
* Stress * Conflict
Information
Operations
BehaviourFinancial Strategic
Operational
Budgets
Programs
Human Resources
ETC.
Structure
Procedures
Job Allocatlions
Relation-Ship
ETC.
Co-Ordinating
Delegating
Developing
Training
Orienting
Selecting
Hum
an R
esou
rces
Controlling
Man
agem
ent
Lea
din
g
Org
aniz
ing
Planning
Pro
blem
Solv
ing
Managem
entInstitutional
Communicating
Core Skills
Peop
le
Ideas
Thing
s
Decision
Making
THE MANAGEMENT PROCESS
Dr. F.J. Woolley
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Lecture Notes: Introduction 20
THE MANAGER DEVELOPMENT THE MANAGER DEVELOPMENT PROCESSPROCESS
TRAINING & EXPERIENCE
Organizational
Goals
Characteristics
Management
SKILLS
• Core
• Administrative
• Interpersonal
• Personal
• Conceptual
Managing
People
Managing
Work
A Positive
High Performance
Goal Achieving
ENVIRONMENT
INPUT PROCESS OUTPUT
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Lecture Notes: Introduction 21
SubsystemsBoundarySpanning
Production,Maintenance,Adaptation, Management
BoundarySpanning
Products andServices
AN OPEN SYSTEM & SUB-SYSTEMS
OutputInput
TransformationProcess
TransformationProcess
Raw Materials:
PeopleInformation
FinanceConsumables
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Prentice Hall, 2001 Chapter 1 22
The Roles of ManagementThe Roles of Management
InformationalInformationalInterpersonalInterpersonal
DecisionalDecisional
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Prentice Hall, 2001 Chapter 1 23
Managerial ActivitiesManagerial Activities
TraditionalTraditionalManagementManagement
NetworkingNetworking
CommunicationCommunication
ManagingManagingHuman ResourcesHuman Resources
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Prentice Hall, 2001 Chapter 1 24
EmpoweringEmpoweringthe Workforcethe Workforce
ManagersManagers
Are GivingAre Giving
Up ControlsUp Controls
Workers AreWorkers Are
AcceptingAccepting
ResponsibilityResponsibility
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Lecture Notes: Introduction 25
WE WILL BE REFERING TO THESE CRITICAL CONCEPTS
ALL THROUGHOUT THISOB COURSE !!!
THIS COURSE IS ABOUT
MANAGING ORGANIZATION BEHAVIOR,
NOT JUST “WHAT IS”
ORGANIZATION BEHAVIOR !
2
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Lecture Notes: Introduction 26
So,What is
Organizational Behavior?
ORGANIZATION BEHAVIOR
An Introduction !
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Lecture Notes: Introduction 27
Human Behavior in Human Behavior in OrganizationsOrganizations
1. A study of human behavior & group dynamics
2. OB focuses on the psycho-social, interpersonal, and behavioral dynamics in organizations
SUCCESSFUL MANAGERS ARE GOOD BEHAVIORAL SCIENTISTS !!
2
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Lecture Notes: Introduction 28
WHY STUDY OB NOW?
OB PROVIDES THE BUILDING BLOCKS FOR ADVANCED STUDY IN:
Leadership
Organization Theory
Performance Management
Strategic HR Management
The Manager/Worker Interface
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Lecture Notes: Introduction 29
ORGANIZATION BEHAVIORPROVIDES A SET OF TOOLS
THAT ALLOWS…
PEOPLE TO UNDERSTAND, RECOGNIZE, AND
DESCRIBE BEHAVIOR IN ORGANIZATIONS.
MANAGERS TO IMPOVE, ENHANCE OR CHANGE BEHAVIORS SO THAT INDIVIDUALS, GROUPS, & WHOLE ORGANIZATIONS CAN ACHIEVE THEIR GOALS
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Prentice Hall, 2001 Chapter 1 30
UnderstandingUnderstandingOrganizational Organizational
BehaviorBehavior
IndividualIndividualDifferencesDifferences
FundamentalFundamentalConsistenciesConsistencies
IntuitionIntuition SystematicSystematicStudyStudy
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Prentice Hall, 2001 Chapter 1 31
Levels of OB AnalysisLevels of OB AnalysisLevels of OB AnalysisLevels of OB Analysis
IndividualsIndividuals GroupsGroups
StructuresStructures
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Prentice Hall, 2001 Chapter 1 32
Overview of the OB ModelOverview of the OB Model
Individual LevelIndividual Level
Group LevelGroup Level
Organization Systems LevelOrganization Systems Level
Time
Level III
Level II
Level I
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Lecture Notes: Introduction 33
EFFECTIVENESS IS A CENTRAL EFFECTIVENESS IS A CENTRAL CONCERN OF O.B.CONCERN OF O.B.
INDIVIDUALEFFECTIVENESS
CAUSES• Ability• Skill• Knowledge• Attitude• Motivation• Stress
GROUPEFFECTIVENESS
CAUSES• Leadership• Structure• Cohesiveness• Status• Roles• Norms
ORGANIZATIONALEFFECTIVENESS
CAUSES• Environment• Technology• Strategies• Structure• Processes• Culture
GROUPEFFECTIVENESS
ORGANIZATIONALEFFECTIVENESS
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Lecture Notes: Introduction 34
IN OB WE STUDY….INDIVIDUALS
o PERSONALITY
o ABILITY
o VALUES
o ATTITUDES
o PERCEPTION
o EMOTIONS
o MOTIVATION
o FAIRNESS
o RELATIONSHIPS
GROUPS:DYNAMICS
o DEVELOPMENT
o LEADERSHIP
o EFFECTIVENESS
o DECISION MAKING
o POWER
o POLITICS
o CONFLICT
o NEGOTIATIONS
ORGANIZATIONS
o CULTURE
o STRUCTURE
o WORK DESIGN
o HUMAN RESOURCES
o CHANGE
o STRESS
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Prentice Hall, 2001 Chapter 1 35
The Study of Organizational BehaviorThe Study of Organizational Behavior
IndividualIndividual
GroupGroup
OrganizationOrganization
Social PsychologySocial Psychology
Political SciencePolitical Science
AnthropologyAnthropology
PsychologyPsychology
SociologySociology
Organizational
Behavior
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Lecture Notes: Introduction 36
MACRO-MODEL OF OB
OB INVESTIGATES THE IMPACT THAT INDIVIDUALS, GROUPS, AND THE ORGANIZATION HAVE ON BEHAVIOR WITHIN
ORGANIZATIONS FOR THE PURPOSE OF IMPROVING EFFECTIVENESS.
2
Organization
Individuals Groups
QUALITY of
ORGANIZATIONAL
BEHAVIOR
DEGREE of
EFFECTIVENESSCOMPETITIVENESS
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Lecture Notes: Introduction 37
HOLISTICHOLISTIC ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
Interprets the PEOPLE/ORGANIZATION relationship in terms of the whole person, whole group, whole organization and the whole social system.
An across-the-board view of people-in-organizations.
A total situation focus – Not a single event or problem.
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Lecture Notes: Introduction 38
BASIC APPROACHES to BASIC APPROACHES to ORGANIZATIONAL BEHAVIOURORGANIZATIONAL BEHAVIOUR
Ø Human resources Approach
Ø Contingency Approach
Ø Productivity Approach
Ø Systems Approach
Employee growth & development are important
Different environments/goals demand different behaviors
Efficiency becomes the main criteria
All parts of an organization interact in a complex relationship
OB requires a mixture of all 4 approaches!
2
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Lecture Notes: Introduction 39
FOUR MODELS OF FOUR MODELS OF ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
Basis of
Model
Power Economic resources
Leadership Partnership
Managerial
Orientation
Authority Money Support Teamwork
Employee
Orientation
Obedience Security and benefits
Job performance
Responsible behavior
Employee Psychological
Result
Dependence on boss
Dependence on organization
Participation Self-discipline
Employee
needs met
Subsistence Security Status and recognition
Self-actualization
Performance
Results
Minimum Passive co-operation
Awakened drives
Moderate enthusiasm
AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL
Developmental & Contingent2
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Lecture Notes: Introduction 40
MAJOR CHARACTERISTICS OF OBMAJOR CHARACTERISTICS OF OB
1. 3 Levels of Analysis Individual, Group, Organization
2. Interdisciplinary Psychology, Sociology, Anthropology, & Political science
3. Humanistic Orientation Attitudes, Perceptions, Needs & Emotions
4. Performance Orientation The ultimate goal of OB is to improve, sustain, encourage effective performance
5. Recognition of External Environment Technology, Laws, Competition, Economy
6. Practical Application OB knowledge must be useful to practicing managers
7. Organizations as Social Systems Relationships among individuals & groups in organizations create expectations for the behavior of individuals
8. Contingency Approach There is no one Best way! Best depends on the situation
9. Structure & Process Both play key roles in understanding OB
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Lecture Notes: Introduction 41
OB-And the Social SystemOB-And the Social System
Social System: A complex set of human relationships interacting in countless ways.
Ø The behavior of any one member can affect the behavior of others directly/indirectly.
Ø All social systems interact with their environmentsØ Open systems = “Input-Process-Output”
Social Equilibrium: A dynamic working balance in the system. However, the equilibrium is dynamic and ever-changing.
FUNCTIONAL & DYSFUNCTIONAL ACTIONS:
Ø Functional actions have favorable effects
Ø Dysfunctional actions unfavorable effects
2
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Lecture Notes: Introduction 42
Key Elements in Organizational BehaviorKey Elements in Organizational Behavior
Organization
People
TechnologyStructure
Environment
EnvironmentEnvir
onm
ent
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Lecture Notes: Introduction 43
THE RELATIONSHIP OF OB TO OTHER THE RELATIONSHIP OF OB TO OTHER CLOSELY RELATED DISCIPLINESCLOSELY RELATED DISCIPLINES
THEORETICALOT
(Organization Theory)
OB
(Organizational Behavior)
APPLIEDOD
(Organizational Development)
P/HR
(Personal/ Human Resources)
MACRO MICRO
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Lecture Notes: Introduction 44
MANAGERIAL USE OF OBMANAGERIAL USE OF OB
Managerial
Systems
ManageOrganizational
Behavior
Better
People/
organization
relationship
Human
objectives
Organizational
objectives
Social
objectives
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Lecture Notes: Introduction 45
A MODEL of OBA MODEL of OB
Management’s
-Philosophy
-Values
-Vision
-Goals
Organizational
Culture
• Leadership
• Communication
• Group dynamics
Quality of work life
Motivation
Outcomes:
• Performance
• Individual satisfaction
• Personal growth and development
Formal
organization
Social
environment
Informal
organization
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Lecture Notes: Introduction 46
The Psychological ContractThe Psychological Contract
An unwritten agreement that defines the conditions of an employee’s psychological involvement in the social system.
Economic Contract
• Loyalty
• Creativity
• Extra effort
• Time
• Talent
• Energy
EXPECT
(unwritten exchange)
EXPECT
(written exchange)
• Wages
• Hours
• Reasonable working conditions
• Job security
• Fair treatment
• Rewarding relationships
• Developmental opportunities
Psychological Contract
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Lecture Notes: Introduction 47
THE PSYCHOLOGICAL CONTRACT AND THE PSYCHOLOGICAL CONTRACT AND THE ECONOMIC CONTRACTTHE ECONOMIC CONTRACT
EmployeeEmployee EmployerEmployer
Psychological
Contract
Psychological
Contract
Economic
Contract
Economic
Contract
Employee:
If expectations are met:
•High job satisfaction
•High performance
•Continuance with organization
Employee:
If expectations are met:
•High job satisfaction
•High performance
•Continuance with organization
If not met:
•Low job satisfaction
•Low performance
•Possible separation
If not met:
•Low job satisfaction
•Low performance
•Possible separation
Employer:
If expectations are met:
•Employee retention
•Possible promotion
Employer:
If expectations are met:
•Employee retention
•Possible promotion
If not met:
•Corrective action
•Possible separation
If not met:
•Corrective action
•Possible separation
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Lecture Notes: Introduction 48
VarVariiables ables Influencing Individual BehaviorInfluencing Individual Behavior
The PERSON
• Skills
• Abilities
• Personalities
• Perceptions
• Attitudes
• Values
• Ethics
The ENVIRONMENT
• Organization
• Work group
• Job
• Personal life
BEHAVIOR
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Lecture Notes: Introduction 49
OB AS A OB AS A
CONTINGENCY MODELCONTINGENCY MODEL
ORGANIZATION BEHAVIOR
An Introduction !
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Lecture Notes: Introduction 50
UNIVERSALVIEW:
UNIVERSALVIEW:
Same managerialprinciples applyto everysituation
Same managerialprinciples applyto everysituation
CONTINGENCY VIEW:
Appropriate managerialaction depends on thesituation
CONTINGENCY VIEW:
Appropriate managerialaction depends on thesituation
UNIVERSAL/CONTINGENCY VIEW
Situation1
Situation1
Situation3
Situation3
Situation2
Situation2
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Lecture Notes: Introduction 51
There Are Few Absolutes in OB
ContingencyVariablesx y
2
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Lecture Notes: Introduction 52
A CONTINGENCY MODELA CONTINGENCY MODEL
Independent variables
X
Dependent variables
Y(affect)
If “X” then “Y”
Independent variables
X
Dependent variables
YModerating variables
Z
If “X” then “Y” but only if condition “Z” exists
AS GOOD BEHAVIORAL SCIENTISTS MANAGERS MUST STUDY
1. Independent Variables
2. Moderating Variables
In Order to Explain Behavior “Y”
2
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Lecture Notes: Introduction 53
MAJOR DEPENDENT VARIABLES IN OBMAJOR DEPENDENT VARIABLES IN OB
1. PRODUCTIVITY: Effectiveness & Efficiency
2. ABSENTEEISM: Costs Billion of $ Per Year
3. TURNOVER: Time & Cost for Recruiting, Selecting and Training
4. JOB SATISFACTION: Attitude Rather Than Behavior
MAJOR INDEPENDENT VARIABLES:
WHAT ARE THE DETERMINANTS OF
PRODUCTIVITY
ABSENTEEISM
TURNOVER
JOB SATISFACTION
CITIZENSHIP
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Lecture Notes: Introduction 54
The Dependent Variables
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Lecture Notes: Introduction 55
The Dependent Variables (cont’d)
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Lecture Notes: Introduction 56
The Dependent Variables (cont’d)
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Lecture Notes: Introduction 57
The Dependent Variables (cont’d)
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Prentice Hall, 2001 Chapter 1 58
Independent VariablesIndependent VariablesIndividual Group Organization
•Biographical
Traits
•Personality
•Values & Attitudes
•Ability
•Perception
•Motivation
•Individual
Learning
•Decision Making
•Communication
•Other Groups
•Conflict
•Power & Politics
•Group Structure
•Work Teams
•Leadership
•Decision Making
•Culture
•Structure
•Design
•Technology
•Work Processes
•Selection
Processes
•Training Programs
•Appraisal
PracticesTHESE ARE THE VARIABLES THAT MUST BE MANAGED IN ORDER TO
ACHIEVE ACCEPTABLE DEPENDENT VARIABLE LEVELS
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Lecture Notes: Introduction 59
Old Versus New Manager Old Versus New Manager ProfileProfile
Old Versus New Manager Old Versus New Manager ProfileProfile
Which kind are you?
OLD MANAGER
Thinks of self as a managers or boss
Follows the chain of command
Works within a set organizational
structure
Makes most decisions alone
Hoards information
Tries to master one major discipline,
such as marketing or finance
Demands long hours
OLD MANAGER
Thinks of self as a managers or boss
Follows the chain of command
Works within a set organizational
structure
Makes most decisions alone
Hoards information
Tries to master one major discipline,
such as marketing or finance
Demands long hours
NEW MANAGER
Thinks of self as a sponsor, team leader or internal consultant
Deals with anyone necessary to get the job done
Changes the organizational structure in response to market changes
Invites others to join in decision making
Shares information
Tries to master a broad array of managerial disciplines
Demands results
NEW MANAGER
Thinks of self as a sponsor, team leader or internal consultant
Deals with anyone necessary to get the job done
Changes the organizational structure in response to market changes
Invites others to join in decision making
Shares information
Tries to master a broad array of managerial disciplines
Demands results
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Lecture Notes: Introduction
Traditional Students Versus Learners
The Student Game• Study material to pass exams
• Passively accept and memorize ideas from others
• Complete assignments to please teacher
• See course as an obstacle to getting a degree
• View assignments as threat to GPA
• Goal: Good Grades
• See instructor as expert and assessor
The Learner Gamev Internalizes concepts to be Internalizes concepts to be
successfulsuccessfulv Critically evaluates ideas and Critically evaluates ideas and
test validitytest validityv Uses assignments to practice Uses assignments to practice
and improve skillsand improve skillsv Sees course as opportunity to Sees course as opportunity to
enhance successenhance successv Views assignments as Views assignments as
opportunity to get feedback opportunity to get feedback on personal developmenton personal development
v Goal: Skill MasteryGoal: Skill Masteryv Aware of traditional roles-but Aware of traditional roles-but
adds coach, counselor, and adds coach, counselor, and facilitatorfacilitator
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Lecture Notes: Introduction 61
SUMMARY & CONCLUSION
WHAT ARE SOME CONCLUDING STATEMENTS YOU CAN MAKE
CONCERNING THE IMPORTANCE OF OB?
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Lecture Notes: Introduction 62
YOU BE THE CONSULTANTAS PART OF YOUR PROFESSIONAL DEVELOPMENT YOUR COMPANY
IS PAYING FOR YOU TO TAKE THIS COURSE IN OB. HOWEVER, YOUR BOSS IS SKEPTICAL BECAUSE HE DOES NOT UNDERSTAND WHAT THE COURSE IS ALL ABOUT, AND HOW IT WILL BENEFIT THE COMPANY WHEN YOU COMPLETE IT.
ANSWER THE FOLLOWING QUESTIONS AS PREPARATION FOR A MEETING TO ENLIGHTEN YOUR BOSS:
1. HOW WOULD YOU DESCRIBE THIS COURSE TO YOUR BOSS ?
2. HOW WILL YOU RESPOND IF HE SAYS: “YEAH, BUT IT’S ALL JUST COMMON SENSE”?
3. WHAT BENEFITS TO THE COMPANY WOULD YOU TELL YOUR BOSS HE MIGHT SEE AS A RESULT OF IMPLEMENTING SOME OF THE PRINCIPLES AND PRACTICES INCLUDED IN THIS COURSE ?