what is organizational behavior? 1-1 robbins and judge chapter 1 instructor: dr nailah ayub
TRANSCRIPT
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ORGANIZATIONAL BEHAVIOR15TH ED
What Is Organizational Behavior?
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Robbins and JudgeChapter 1
Instructor: Dr Nailah Ayub
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IMPORTANCE OF INTERPERSONAL SKILLS IN THE WORKPLACE
Understanding OB helps determine manager effectiveness
Leadership and communication skills that are critical as a person progresses in a career
Lower turnover of quality employees Applications for higher quality recruitment Better financial performance
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Interpersonal Skills Result In…
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MANAGER’S FUNCTIONS, ROLES AND SKILLS
Manager: Someone who gets things done through other people in organizations.
Planning, organizing, leading, and controlling are the most often studied. (Fayol Management Functions)
Managers work in Organizations Organization: A consciously coordinated social
unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
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MANAGER’S FUNCTIONS, ROLES AND SKILLS
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Mintzberg: Managers perform ten different, highly interrelated roles or sets of behaviors attributable to their jobs.
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MANAGER’S FUNCTIONS, ROLES AND SKILLS
Management Skills Technical Skills--The ability to apply
specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.
Human Skills--Ability to work with, understand, and motivate other people, both individually and in groups, describes human skills.
Conceptual Skills--The mental ability to analyze and diagnose complex situations.
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EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL ACTIVITIES Luthans and associates found that all
managers engage in four managerial activities. Traditional management: DM, Planning,
Controlling Communication: Exchange routine
information and processing paperwork Human resource management:
Motivating, Disciplining, Managing conflict, Staffing and training
Networking: Socializing, Politicking, and interacting with others
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EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL ACTIVITIES
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DEFINE “ORGANIZATIONAL BEHAVIOR” (OB)
OB is 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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THE VALUE OF SYSTEMATIC STUDY
Systematic Study of BehaviorBehavior generally is predictable if we know how the
person perceived the situation and what is important to him or her.
Evidence-Based Management (EBM) Complements systematic study.Argues for managers to make decisions on evidence.
IntuitionSystematic study and EBM add to intuition, or those “gut
feelings” about “why I do what I do” and “what makes others tick.”
If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information.
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MAJOR BEHAVIORAL SCIENCE DISCIPLINES THAT CONTRIBUTE TO OB
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MAJOR BEHAVIORAL SCIENCE DISCIPLINES THAT CONTRIBUTE TO OB
Psychology Psychology is the science that seeks to
measure, explain, and sometimes change the behavior of humans and other animals.
Social Psychology Social psychology blends the concepts of
psychology and sociology.
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MAJOR BEHAVIORAL SCIENCE DISCIPLINES THAT CONTRIBUTE TO OB
Sociology Sociologists study the social system in
which individuals fill their roles; that is, sociology studies people in relation to their fellow human beings.
Anthropology Anthropology is the study of societies to
learn about human beings and their activities.
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THREE LEVELS OF ANALYSIS IN OB MODEL
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THREE LEVELS OF ANALYSIS
•Inputs•personality, group structure, and organizational culture that lead to processes.
•Group structure, roles, and team responsibilities are typically assigned immediately before or after a group is formed.
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THREE LEVELS OF ANALYSIS
•Processes• actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
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THREE LEVELS OF ANALYSIS
•Outcomes•the key variables that you want to explain or predict, and that are affected by some other variables.
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DEPENDENT VARIABLES
Attitudes and stress The evaluations employees make, ranging from positive to
negative, about objects, people, or events.
Stress An unpleasant psychological process that occurs in response to
environmental pressures.
Task performance The combination of effectiveness and efficiency at doing
your core job tasks is a reflection of your level of task performance.
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OB VARIABLES Citizenship behavior
The discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace.
Withdrawal behavior The set of actions that employees take to separate
themselves from the organization.
Group cohesion The extent to which members of a group support and
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OB VARIABLES OF INTEREST Group cohesion
The extent to which members of a group support and validate one another at work.
Group functioning The quantity and quality of a group’s work output.
Productivity An organization is productive if it achieves its goals
by transforming inputs into outputs at the lowest cost. This requires both effectiveness and efficiency.
Survival Evidence that the organization is able to exist and
grow over the long term.
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VARIABLES OF INTEREST
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MANAGERIAL SUMMARY
Organizational behavior uses systematic study to improve predictions of behavior over intuition alone.
Because people are different, we need to look at OB in a contingency framework, using situational variables to explain cause-and-effect relationships.
Organizational behavior offers specific insights to improve a manager’s people skills.
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MANAGERIAL SUMMARY
OB helps managers to see the value of workforce diversity and practices that may need to be changed in different countries.
It can improve quality and employee productivity by showing managers how to empower their people, and help employees balance work–life conflicts.
It can help managers cope in a world of temporariness and learn how to stimulate innovation.
Finally, OB can guide managers in creating an ethically healthy work climate.
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