ob1 2010 ch1 introduction
TRANSCRIPT
8/8/2019 OB1 2010 Ch1 Introduction
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Chapter ONE
What Is
OrganizationalBehavior?
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After studying this chapter, you should
be able to:
1. Describe what managers do
2. Define organizational behavior (OB)
3. Explain the value of the systematic study of OB
4. Describe why managers require a knowledge of OB
5. Identify forces affecting OB
6. Identify the contributions made by major
behavioral science disciplines to OB
7. List the major challenges and opportunities for
managers to use OB concepts
8. Trace historical evolution of OB
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What are Organizations?
•Groups of people who
work interdependently
toward some purpose
– Structured patterns of
interaction
– Coordinated tasks
– Work toward some purpose© Richard Hernandez/San Jose Mercury News
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Where Managers Work
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What Managers Do
Managerial Activities
• Make decisions
• Allocate resources• Direct activities of others to
attain goals
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managers (or Administrators)Individuals who achieve goals through other people
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Management Functions
Planning Organizing
LeadingControlling
ManagementFunctions
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Management Functions (cont’d)
PlanningA process that includes defininggoals, establishing strategy, anddeveloping plans to coordinate
activities
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Management Functions (cont’d)
Organizing
Determining 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 (cont’d)
LeadingA function that includes motivatingemployees, directing others, selectingthe most effective communication
channels, and resolving conflicts
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Management Functions (cont’d)
ControllingMonitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations
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Management Skills
Technical Skills
The ability to 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
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Effective vs Successful Managers:
Allocation of Activities by Time
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Enter Organizational Behavior
Organizational Behavior (OB)
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
organization’s effectiveness
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Complementing Intuition with Systematic Study
Systematic Study
Looking at relationships, attempting to attribute causesand effects, and drawing conclusions based on scientific
evidence
Provides a means to predict behaviors
Intuition
“Gut” feelings about “why I do what I do” and “what makes
others tick”
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OrganizationalOrganizational
Behavior Behavior
UnderstandUnderstand
organizationalorganizational
eventsevents
PredictPredict
organizationalorganizational
eventsevents
InfluenceInfluence
organizationalorganizational
eventsevents
Why Study Organizational Behavior
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Goals of Organizational Behavior
• DESCRIBE – systematically, how people behave in a variety of
conditions
• UNDERSTAND – why people behave as they do (inquisitive
managers learn to probe for underlying explanations)
• PREDICT – future employee behaviour (ideally managers would
have the capacity to predict which employees may be dedicated and
productive or which ones might be absent, tardy, or disruptive on a
certain day – so that managers can take preventive actions)
• CONTROL & MODIFY – at least partially
HUMAN BEHAVIOUR IN ORGANIZATIONAL SETTINGS
These thus MOTIVATE, INTRODUCE CHANGE when
required, and build good HUMAN RELATIONS.
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Forces of Organizational Behavior
ENVIRONMENT
• Government
•Competition•Societal Pressures
PEOPLE
• Individuals
•Groups
TECHNOLOGY
Machinery
Information Technology
STRUCTURE
• Formal Relationships
OB
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Forces of Organizational Behavior
• PEOPLE – Internal social system
– Individuals & groups
– Groups are dynamic – form, change & disband
– Workforce is richly diverse
• ENVIRONMENT – Dynamic (ex. Globalization)
– Affects attitudes, working conditions, provides competition for resources and power.
• STRUCTURE: defines formal relationships and use of people in organizations – Flatter due to downsizing & restructuring
– Complex due to mergers, acquisitions and new ventures – Team based instead of traditional
• TECHNOLOGY – Buildings, machines, work processes
– (has significant influence on working relationships)
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Contributing Disciplines to the OB Field
E X H I B I T 1–3 (cont’d)
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
Sociology
The study of people in relation to their fellow human
beings
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
Anthropology
The study of societies to learn about human beings and
their activities
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There Are Few Absolutes in OB
x y
Contingency variables: “It Depends!”
Situational factors that make the main relationship
between two variables change—e.g., the
relationship may hold for one condition but not
another
Country 1
x y Country 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
– Unfamiliar laws, foreign languages, changed management styles
• Managing Workforce Diversity
– Embracing diversity
– Implications for managers• Recognizing and responding to differences
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DomesticPartners
Major Workforce Diversity Categories
Race
Non-Christian
National
Origin
Age
Disability
E X H I B I T 1–4
Gender
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Challenges and Opportunities for OB (cont’d)
• 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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Challenges and Opportunities for OB (cont’d)
• Information Technology – Blurs temporal and spatial boundaries – Redesigns jobs and power relationships
– Increases value of knowledge management – Supports virtual teams
• Corporate Reorganization – Rightsizing/downsizing
– Mergers and acquisitions – (these involve- fear of loss of jobs, changes in
remunerations and benefits, changes in status,group dynamics)
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Challenges and Opportunity for OB (cont’d)
• 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
• Managing people during the war on terrorism
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Basic OB Model, Stage I
E X H I B I T 1-6
ModelAn abstraction of reality
A simplified representation of
some real-world phenomenon
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The Dependent Variables
x
y
Dependent VariableA response that is affected by an independent variable (what
organizational behavior researchers try to understand)
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The Dependent Variables (cont’d)
Productivity
A performance measure thatincludes effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
Ratio of output to the input
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The Dependent Variables (cont’d)
Absenteeism
The failure to report to work
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization
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The Dependent Variables (cont’d)
Deviant Workplace Behavior
Voluntary behavior that violates
significant organizational norms and
thereby threatens the well-being of theorganization and/or any of its members
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The Dependent Variables (cont’d)
Organizational Citizenship Behavior
(OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization
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The Dependent Variables (cont’d)
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics
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The Independent Variables
IndependentVariables Can Be
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
Independent Variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable
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Historical Evolution of OB
‘Human Relations’ approach: HAWTHORNE EXPTS
– Enquiry into human aspects of work & working conditions at
Hawthorne plant of Western Electric Company, Chicago
(manufacturer of telephone equipments)
– Professors from Harvard (Elton Mayo, Whitehead, …)
– Conducted a series of experimental & observational studies
(1924-1932)
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Historical Evolution of OB (contd.)
HAWTHORNE EXPTS
1. Illumination Experiments: to find out effect of
illumination on worker productivity
2. Relay Assembly Test Room Experiments: to find out
effect of changes in working hours and other working conditions
on productivity
3. Mass Interviewing Programme: to find out workers
attitudes & sentiments4. Bank Wiring Observation Room Experiments: to find
out social aspect of work
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Historical Evolution of OB (contd.)
HAWTHORNE EXPTS:
CONCLUSIONS & IMPLICATIONS
1. Social Factors in Output: level of production set by social norms
2. Groups: Workers create groups; tend to react as members of groups.
3. Leadership: not necessary from superiors; there may be informal
leadership can be more important than formal leadership.
4. Communication: very important in organizations.
5. Conflict: individual, group, organization.
6. Supervision: friendly, genuinely concerned favourable effect of
productivity.