What is Organizational Behavior? OBJECTIVES After studying this chapter, you should be able to: Describe what managers LEARNING Define organizational behavior (OB) of OB Explain the value of the systematic study Identify the contributions made by major behavioral science disciplines to OB List the major challenges and opportunities for managers to use OB concepts Organisational Behavior What Managers Do Managers (or administrators) Individuals who achieve goals through other people Managerial ManagerialActivities Activities ••Make decisions ••Allocate resources ••Direct activities of others totoattain attaingoals goals Organisational Behavior Where Managers Work 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 Organisational Behavior Management Functions Planning Planning Organizing Organizing Management Management Functions Functions Controlling Controlling Leading Leading Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities Organisational Behavior Management Functions (cont’d) Organizing Determining what tasks are to be done, who is to them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made Organisational Behavior Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts Organisational Behavior Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations Organisational Behavior Mintzberg’s Managerial Roles E X H I B I T 1–1 Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 1973 by H Mintzberg Reprinted by permission of Pearson Education E X H I B I T 1–1 Organisational Behavior There Are Few Absolutes in OB Contingency variables: "It Depends!!!" Organisational Behavior Challenges and Opportunities for OB – • Responding Globalization Increasedtoforeign assignments – Working with people from different cultures – Coping with anti-capitalism backlash – Overseeing movement of jobs to countries with lowcost 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 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 Organisational Behavior – Customer-responsive cultures What Is Quality Management? Intense focus on the customer Concern for continuous improvement Improvement in the quality of everything the organization does Accurate measurement Empowerment of employees E X H I B I T 1–6 Organisational Behavior E X H I B I T 1–6 Challenges and Opportunity for OB (cont’d) • Improving People Skills • Empowering People • Stimulating Innovation and Change • Working in Networked Organizations • Helping Employees Balance Work/Life Conflicts • Improving Ethical Behavior A Downside to Empowerment? Organisational Behavior Basic OB Model, Stage I Model An abstraction of reality A simplified representation of some real-world phenomenon E X H I B I T 1-6 Organisational Behavior E X H I B I T 1-6 The Dependent Variables Dependent variable A response that is affected by an independent variable (what organizational behavior researchers try to understand) y x Organisational Behavior The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency Effectiveness Achievement of goals Efficiency Meeting goals at a low cost Organisational Behavior The Dependent Variables (cont’d) Absenteeism The failure to report to work Turnover The voluntary and involuntary permanent withdrawal from an organization Organisational Behavior The Dependent Variables (cont’d) Deviant Workplace Behavior Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members Organisational Behavior 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 Organisational Behavior 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 Organisational Behavior The Independent Variables Independent variable The presumed cause of some change in the dependent variable; major determinants of a dependent variable Independent Variables Can Be Individual-Level Individual-Level Variables Variables Group-Level Group-Level Variables Variables Organization Organization System-Level System-Level Variables Variables Challenges Facing the Workplace • Productivity • Developing Effective Employees • Global Competition Organizational • Managing in the Global Village • Working With OthersLevel Group • Workforce Diversity Individual Level • Job Satisfaction • Empowerment • Behaving Ethically Level Workplace [...]... individual behaviour Organisational Behavior The organisation • Individuals & groups interact within the structure of the formal organisation • Organisational structure is created by management to: - establish a relationship between individuals & groups - provide order and systems to direct efforts of Organisational Behavior the organisation into goal seeking activities The organisation • The formal structure... organisation their personality, skills and attributes, values, needs and expectations • Can create conflict if their needs and the demands of the organisation are incompatible Organisational Behavior Management and the individual Management’s task is to integrate the individual & the organisation, providing a working environment that permits the satisfaction of individual needs & attainment of organisation... Multidirectional Decision-makingstyle Limitedinputforindividualdecisions Broad-basedinputforjointdecisions Ethicalconsiderations Afterthought Forethought Natureofinterpersonal Competitive(win–lose) Cooperative(win–win) Hoardandrestrictaccess Shareandbroadenaccess relationships Handlingofpowerandkey information Approachtochange Resist Facilitate Organisational Behavior Enter Organizational Behavior Organizational. .. organisational activities to achieve aims & objectives • Behaviour is affected by patterns of organisational structure Organisational Behavior Environment The environment affects the organisation through: • technological & scientific development • economic activity • social & cultural influences • government activities Organisational Behavior Environment The effects of the operation of the organisation... environment that permits the satisfaction of individual needs & attainment of organisation goals Organisational Behavior Groups • Exist in all organisations • Are essential to organisational working and performance • Comprise a range of different individuals • Can develop their own hierarchies and leaders Organisational Behavior Groups • Can have a major influence on behaviour and performance of individual... environment are reflected in the: • management of opportunities & risks • successful achievement of organisational aims & objectives Organisational Behavior Organisational Behavior Contributing Disciplines to the OB Field Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals Contributing Disciplines to the OB Field (cont’d) Sociology The study of... toward improving an organization’s effectiveness Organisational Behavior Complementing Intuition with Systematic Study Intuition “Gut” feelings about “why I do what I do” and what makes others tick” Systematic study Looking at relationships, attempting to attribute Influences on OB • Individuals • Groups • The organisation itself • The environment Organisational Behavior Individuals • Are a central feature... Traditional management ••Decision making, planning, and controlling 2 Communication ••Exchanging routine information and processing paperwork paperwork 3 Human resource management ••Motivating, disciplining, managingconflict, staffing, and training and training 4 Networking ••Socializing, politicking, and interacting with others Organisational Behavior Allocation of Activities by Time Organisational Behavior... Copyright © 1973 by H Mintzberg Reprinted by permission of Pearson Education E X H I B I T 1–1 (cont’d) Organisational Behavior Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 1973 by H Mintzberg Reprinted by permission of Pearson Education E X H I B I T 1–1 (cont’d) Organisational Behavior Management Skills Technical... X H I B I T 1–3 (cont’d) Organisational Behavior E X H I B I T 1–3 (cont’d) Contributing Disciplines to the OB Field (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 E X H I B I T 1–3 (cont’d) Organisational Behavior E X H I B I T 1–3 (cont’d) Contributing Disciplines to the OB Field (cont’d)