Prepared by Charlie CookThe University of West Alabama

Prepared by Charlie CookThe University of West Alabama

© 2012 South-Western, a part of Cengage LearningAll rights reserved.© 2012 South-Western, a part of Cengage LearningAll rights reserved.

Introduction to Introduction to Organizational Organizational

BehaviorBehavior

Introduction to Introduction to Organizational Organizational

BehaviorBehavior

Chapter 1Chapter 1

1010thth Edition Edition

Managing Organizational BehaviorManaging Organizational BehaviorMoorhead & GriffinMoorhead & Griffin

1–2© 2012 South-Western, a part of Cengage Learning

After studying this chapter you should be able to:

1. Define organizational behavior.

2. Identify the functions that comprise the management process and relate them to organizational behavior.

3. Relate organizational behavior to basic managerial roles and skills.

4. Describe contemporary organizational behavior.

5. Discuss contextual perspectives on organizational behavior.

6. Describe the role of organizational behavior in managing for effectiveness

Chapter Learning Objectives

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What is Organizational Behavior?

• Organizational behavior (OB) is the study of:

–Human behavior in organizational settings

–The interface between human behavior and the organization

–The organization itself

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1.1 The Nature of Organizational Behavior

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The Importance of Organizational Behavior

• Organizations can have a powerful influence on our lives:

–Most people are born and educated in organizations

–Most people acquire most of their material possessions from organizations

–Most people die as members of organizations

–Many of our activities are regulated by governmental organizations

–Most people spend most of their lives in organizations

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Why Study OB?

• Studying organizational behavior can clarify factors that affect how managers manage by:

–Describing the complex human context of organizations

–Defining the associated opportunities, problems, challenges, and issues

–Isolating important aspects of the manager’s job

–Offering specific perspectives on the human side of management

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Why Study OB? (cont’d)

• Studying OB helps managers understand:

–The behaviors of others in the organization

• Personal needs, motives, behaviors, feelings and career dynamics

• Attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior

–Interactions with people outside of the organization and other organizations

–The environment, technology, and global issues

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Organizational Behavior and the Management Process

• Management Functions–Planning–Organizing–Leading–Controlling

• Resources Used by Managers–Human–Financial–Physical–Information

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Functions of Management

Planning Determining an organization’s desired future position and the best means of getting there

Organizing Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

Leading Getting organizational members to work together toward the organization’s goals

Controlling Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

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1.2 Basic Managerial Functions

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Organizational Behavior and the Manager’s Job

InterpersonalInterpersonal InformationalInformational Decision-MakingDecision-Making

Basic Managerial RolesBasic Managerial Roles

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1.1 Important Managerial Roles

Category Role Example

Interpersonal Figurehead Attend employee retirement ceremony

Leader Encourage workers to increase productivity

Liaison Coordinate activities of two committees

Informational Monitor Scan business publications for information about competition

Disseminator Send out memos outlining new policies

Spokesperson Hold press conference to announce new plant

Decision Making Entrepreneur Develop idea for new product and convince others of its merit

Disturbance handler Resolve dispute

Resource allocator Allocate budget requests

Negotiator Settle new labor contract

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Critical Managerial Skills

Technical Skills necessary to accomplish specific tasks within the organization

Interpersonal Skills used to communicate with, understand, and motivate individuals and groups

Conceptual Skills used in abstract thinking

Diagnostic Skills to understand cause-effect relationships and to recognize optimal solutions to problems

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1.3 Managerial Skills at Different Organizational Levels

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Contemporary Organizational Behavior

• Characteristics of the Field

– Interdisciplinary in focus

– Descriptive in nature

• Basic Concepts of the Field

1. Individual processes

2. Interpersonal processes

3. Organizational processes/characteristics

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1.4The Framework for Understanding Organizational Behavior

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Contemporary Organizational Behavior

Contextual Perspectives on

Organizational Behavior

Contextual Perspectives on

Organizational Behavior

Systems PerspectiveSystems Perspective

Situational PerspectiveSituational Perspective

ContingencyContingency

InteractionalInteractional

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The Systems Perspective

• System–An interrelated set of elements that function as a

whole—inputs are combined/transformed by managers into outputs from the system

• Value of the Systems Perspective–Underscores the importance of an organization’s

environment

–Conceptualizes the flow and interaction of various elements of the organization.

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The Situational Perspective

• The Situational Perspective–Recognizes that most organizational situations and

outcomes are influenced by other variables

• The Universal Model–Presumes a direct cause-and-effect linkage between

variables

–Complexities of human behavior and organizational settings make universal conclusions virtually impossible

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1.5 The Systems Approach to Organizations

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1.6 Universal Versus Situational Approach

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Interactionalism: People and Situations

• Interactionalist Perspective

–Focuses on how individuals and situations interact continuously to determine individuals’ behavior

–Attempts to explain how people select, interpret, and change various situations.

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1.7 The Interactionalist Perspective on Behavior in Organizations

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Managing for Effectiveness

• Managers work toward accomplishing the various goals (outcomes) that exist at specific levels in an organization:

–Individual-level outcomes

–Group-level outcomes

–Organizational-level outcomes

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1.8 Managing for Effectiveness