6897183 chapter-1 what-is-organisational-behaviour

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.

Chapter 1

What is Organizational

Behaviour?


Outline

• What is Organizational Behaviour?• OB and Today’s Challenges in the

Canadian Workplace• How Will Knowing OB Make a

Difference?• OB: Making Sense of Behaviour in

Organizations• There Are Few Absolutes in OB


What is Organizational Behaviour?

1. What is organizational behaviour?2. What challenges do managers and employees face

in the workplace of the 21st century?3. How does knowing about organizational

behaviour make work and life more understandable?

Questions for Consi derat ion


Organizational Behaviour

• . . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.


Why Do We Study OB?

• To learn about yourself and how to deal with others

• You are part of an organization now, and will continue to be a part of various organizations

• Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time

• Some of you may want to be managers or entrepreneurs


What is an 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.


Exhibit 1-5 Competing Values

FrameworkFlexibility

Control

Inte

rnal

Fo

cus E

xternal F

ocu

s


Flexibility

Control

Mentor Innovator

BrokerFacilitator

Monitor Producer

Coordinator DirectorInte

rnal

Focu

sExte

rnal F

ocu

sRoles and Skills in the New

Workplace


How Companies are Changing

“Cool” Companies• Believe casual days are

progressive• Believe titles are obsolete• Don't impose on employees'

personal time• Allow staff to come and go as

they please • Offer all employees stock

options• Let employees make decisions

that affect their work• Offer assistance with childcare• Have minimal bureaucracy (red

tape)

“Old” Companies• Think casual Fridays are pitiful• Charge employees for perks and

incentives• Hold events on employee time• Have flex time: but only

between 7:30 a.m. and 6:30 p.m.• Hide financial results from their

employees• Encourage employee input --

but rarely act on it• Employ rigid hierarchies (chain

of command)• Stop at “open door” policies


Exhibit 1-1 Challenges Facing the Workplace

Workplace

Organizational Level

• Productivity• Developing effective employees• Global competition• Managing in the global village

Group Level

• Working with others• Workforce diversity

Individual Level

• Job satisfaction• Empowerment• Behaving ethically


Exhibit 1-4The Layers of OB

The Organization

NegotiationConflictCommunicationGroups and teams

Power and politics

The Group

EmotionsValues and attitudesPerceptionPersonality

Motivating self and others

The Individual

ChangeOrganizational cultureDecision makingLeadership

Groups and teams


Exhibit 1-3 Toward an OB Discipline

Social psychology

Psychology

Behavioural science

Contribution Unit ofanalysis

Output

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress

Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

ConflictIntraorganizational politicsPower

Organizational cultureOrganizational environment

Behavioural changeAttitude changeCommunicationGroup processesGroup decision making

Group

Comparative valuesComparative attitudesCross-cultural analysis

Individual


The Rigour of OB

• OB:

• looks at consistencies

• is more than common sense

• has few absolutes

• takes a contingency approach


Bottom Line: OB Is For Everyone

• Organizational behaviour is not just for managers.

• OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church.


Summary and Implications

• OB:• is a field of study that investigates the impact

that individuals, groups, and structure have on behaviour within an organization.

• focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.

• uses systematic study to improve predictions of behaviour.

6897183 chapter-1 what-is-organisational-behaviour

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