8/4/2019 chap 1 hbo

1/32

Chapter 1

Introducing OrganizationalBehavior

People Make the

Difference

8/4/2019 chap 1 hbo

2/32

Copyright 2008 John Wiley & Sons, Inc. 1-2

Chapter Study Questions

What is organizational behavior and why isit important?

What are organizations like as worksettings?

What is the nature of managerial work?

How do we learn about organizationalbehavior?

8/4/2019 chap 1 hbo

3/32

Copyright 2008 John Wiley & Sons, Inc. 1-3

What is organizational behavior

and why is it important?

Organizational behavior

Study of human behavior in organizations.

A multidisciplinary field devoted tounderstanding individual and group behavior,interpersonal processes, and organizationaldynamics.

8/4/2019 chap 1 hbo

4/32

Copyright 2008 John Wiley & Sons, Inc. 1-4

What is organizational behavior

and why is it important?

Scientific methods models

simplified views of reality that attempt to identifymajor factors and forces underlying real-worldphenomenon

Link independent variables with dependentvariables

8/4/2019 chap 1 hbo

5/32

Copyright 2008 John Wiley & Sons, Inc. 1-5

Figure 1.1

8/4/2019 chap 1 hbo

6/32

Copyright 2008 John Wiley & Sons, Inc. 1-6

What is organizational behavior

and why is it important?

Scientific thinking is important to OB because:

Process of data collection is controlled andsystematic

Proposed explanations are carefully tested

Only explanations that can be scientificallyverified are accepted

8/4/2019 chap 1 hbo

7/32Copyright 2008 John Wiley & Sons, Inc. 1-7

What is organizational behavior

and why is it important?

Contingency approach

researchers identify how different situations canbe best understood and handled

8/4/2019 chap 1 hbo

8/32Copyright 2008 John Wiley & Sons, Inc. 1-8

What is organizational behavior

and why is it important?

Modern workplace trends

Commitment to ethical behavior

Importance of human capital Demise of command and control

Emphasis on teamwork

Pervasive influence of information technology

Respect for new workforce expectations

Changing definition of jobs and career

8/4/2019 chap 1 hbo

9/32Copyright 2008 John Wiley & Sons, Inc. 1-9

Organizations as Work Settings

Organization

a collection of people working together in adivision of labor to achieve a common purpose.

8/4/2019 chap 1 hbo

10/32Copyright 2008 John Wiley & Sons, Inc. 1-10

Organizations as Work Settings

The core purpose of an organization is thecreation of goods and services.

Mission statements focus attention on thecore purpose.

8/4/2019 chap 1 hbo

11/32Copyright 2008 John Wiley & Sons, Inc. 1-11

Organizations as Work Settings

Strategy

comprehensive plan that guides organizationsto operate in ways that allow them tooutperform their competitors.

8/4/2019 chap 1 hbo

12/32Copyright 2008 John Wiley & Sons, Inc. 1-12

Figure 1.2

8/4/2019 chap 1 hbo

13/32Copyright 2008 John Wiley & Sons, Inc. 1-13

Stakeholders

People, groups, and institutions having aninterest in an organizations performance

Interests of multiple stakeholders sometimesconflict

Organizations as Work Settings

8/4/2019 chap 1 hbo

14/32Copyright 2008 John Wiley & Sons, Inc. 1-14

Organizations as Work Settings

Organizational culture

the shared beliefs and values that influence thebehavior of organizational members.

8/4/2019 chap 1 hbo

15/32Copyright 2008 John Wiley & Sons, Inc. 1-15

Figure 1.3

8/4/2019 chap 1 hbo

16/32Copyright 2008 John Wiley & Sons, Inc. 1-16

Organizations as Work Settings

Constructive culture

members are encouraged to work together in ways thatmeet higher order human needs

Passive/defensive culture members tend to act defensively in their working

relationships

Aggressive/defensive culture

members tend to act forcefully in their workingrelationships to protect their status and positions

8/4/2019 chap 1 hbo

17/32Copyright 2008 John Wiley & Sons, Inc. 1-17

Organizations as Work Settings

Workforce diversity

describes the presence of individual differencesbased on gender, race and ethnicity, age, able-

bodiedness, and sexual orientation

8/4/2019 chap 1 hbo

18/32Copyright 2008 John Wiley & Sons, Inc. 1-18

Organizations as Work Settings

Multiculturalism

refers to pluralism and to respect for diversityand individual differences

8/4/2019 chap 1 hbo

19/32Copyright 2008 John Wiley & Sons, Inc. 1-19

What is the nature of managerial

work?

Manager

someone whose job it is to directly support thework efforts of others

Effective manager

one whose team consistently achieves its goalswhile members remain capable, committed,

and enthusiastic

8/4/2019 chap 1 hbo

20/32

Copyright 2008 John Wiley & Sons, Inc. 1-20

What is the nature of managerial

work?

Task performance

quality and quantity of the work produced bythe work unit as a whole

Job satisfaction

how people feel about their work and the worksetting

8/4/2019 chap 1 hbo

21/32

Copyright 2008 John Wiley & Sons, Inc. 1-21

What is the nature of managerial

work?

The management process.

Planning

Organizing

Leading

Controlling

8/4/2019 chap 1 hbo

22/32

Copyright 2008 John Wiley & Sons, Inc. 1-22

Figure 1.4

8/4/2019 chap 1 hbo

23/32

Copyright 2008 John Wiley & Sons, Inc. 1-23

What is the nature of managerial

work?

The nature of managerial work.

Managers work long hours.

Managers are busy people.

Managers are often interrupted.

Managerial work is fragmented and variable.

Managers work mostly with other people.

Managers spend a lot of time communicating.

8/4/2019 chap 1 hbo

24/32

Copyright 2008 John Wiley & Sons, Inc. 1-24

Figure 1.5

8/4/2019 chap 1 hbo

25/32

Copyright 2008 John Wiley & Sons, Inc. 1-25

What is the nature of managerial

work?

Managerial skills and competencies

Skill

an ability to translate knowledge into action thatresults in a desired performance.

8/4/2019 chap 1 hbo

26/32

Copyright 2008 John Wiley & Sons, Inc. 1-26

What is the nature of managerial

work?

Technical skill

ability to perform specialized tasks

Human skill ability to work well with other people

Conceptual skill

capacity to analyze and solve complex andinterrelated problems

8/4/2019 chap 1 hbo

27/32

Copyright 2008 John Wiley & Sons, Inc. 1-27

What is the nature of managerial

work?

Emotional intelligence

ability to understand and deal with emotions

Self-awareness Self-regulation

Motivation

Empathy Social skill

8/4/2019 chap 1 hbo

28/32

Copyright 2008 John Wiley & Sons, Inc. 1-28

What is the nature of managerial

work?

Moral Management

Immoral manager

Amoral manager Moral manager

Ethics mindfulness

8/4/2019 chap 1 hbo

29/32

Copyright 2008 John Wiley & Sons, Inc. 1-29

Figure 1.6

8/4/2019 chap 1 hbo

30/32

Copyright 2008 John Wiley & Sons, Inc. 1-30

How do we learn about

organizational behavior?

Learning an enduring change in behavior that results

from experience.

8/4/2019 chap 1 hbo

31/32

Copyright 2008 John Wiley & Sons, Inc. 1-31

How do we learn about

organizational behavior?

Life-long learning

learning continuously from day-to-day workexperiences, advice from mentors and training

seminars and workshops

Organizational learning

process of acquiring knowledge and utilizing

information to adapt successfully to changingcircumstances.

8/4/2019 chap 1 hbo

32/32

Figure 1.7