OB-Sec 1
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Transcript of OB-Sec 1
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Organizational Behavior
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Organizational Behavior
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 organizations effectiveness.
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What Managers Do
Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attaingoals
Managers (or administrators)Individuals who achieve goals through other people.
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Where Managers Work
OrganizationA consciously coordinated social unit, composed of twoor more people, that functions on a relativelycontinuous basis to achieve a common goal or set ofgoals.
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Management Functions
Planning Organizing
LeadingControlling
ManagementFunctions
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Management Functions (contd)
PlanningA process that includes defining goals, establishingstrategy, and developing plans to coordinateactivities.
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Management Functions (contd)
OrganizingDetermining what tasks are to be done, who is to dothem, how the tasks are to be grouped, who reports towhom, and where decisions are to be made.
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Management Functions (contd)
LeadingA function that includes motivating employees,directing others, selecting the most effectivecommunication channels, and resolving conflicts.
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Management Functions (contd)
ControllingMonitoring activities to ensure they are being accomplished asplanned and correcting any significant deviations.
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Mintzbergs Managerial Roles
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Mintzbergs Managerial Roles (contd)
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Mintzbergs Managerial Roles (contd)
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Management Skills
Technical skillsThe ability to apply specializedknowledge or expertise.
Human skills
The ability to work with, understand,and motivate other people, bothindividually and in groups.
Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.
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Enter Organizational Behavior
Organizational behavior (OB)
A field of study that investigates the impact thatindividuals, groups, and structure have on behavior
within organizations, for the purpose of applying such
knowledge toward improving an organizationseffectiveness.
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Complementing Intuition with
Systematic Study
Systematic study
Looking at relationships, attempting to attribute causes and effects,and drawing conclusions based on scientific evidence.
Provides a means to predict behaviors.
IntuitionGut feelings about why I do what I do and what makes others tick.
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Intuition and Systematic Study
Intuition
Gut feelings Individual observation Common sense
Systematic Study
Looks at relationships
Scientific evidence
Predicts behaviors The two are complementary means of predicting
behavior.
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Contributing Disciplines to the OB
FieldPsychologyThe science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
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Contributing Disciplines to the OB
Field (contd)
SociologyThe study of people in relation to their fellow human beings.
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Contributing Disciplines to the OB Field
(contd)
Social PsychologyAn area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.
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Contributing Disciplines to the OB Field
(contd)
AnthropologyThe study of societies to learn about human beings and theiractivities.
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Contributing Disciplines to the OB Field
(contd)
Political Science
Studies behavior of individuals and groups within a politicalenvironment.
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Challenges and Opportunities for OB
Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash Managing people during the war on terror.
Managing Workforce Diversity
Embracing diversity
Changing U.S. demographics
Implications for managers
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Domestic
Partners
Major Workforce Diversity Categories
Race
Non-Christian
National
Origin
Age
Disability
Gender
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Challenges and Opportunities for OB
(contd)
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
Customer-responsive cultures
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What Is Quality Management?
1. Intense focus on the customer.
2. Concern for continuous improvement.
3. Improvement in the quality of everythingthe organization does.
4. Accurate measurement.
5. Empowerment of employees.
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Challenges and Opportunity for OB
(contd)
Improving People Skills Empowering People
Stimulating Innovation and Change
Coping with Temporariness
Working in Networked Organizations
Helping Employees Balance Work/LifeConflicts
Improving Ethical Behavior Managing People during the War on Terrorism
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A Downside to Empowerment?
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Developing an OB Model
A modelis an abstraction of reality: a
simplified representation of some real-world
phenomenon.
Our OB model has three levels of analysis:
Each level is constructed on the prior level
Individual
Group
Organizational Systems
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Basic OB Model, Stage I
E X H I B I T 1-6
ModelAn abstraction of reality.A simplified representation of somereal-world phenomenon.
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The Dependent Variables
x
y
Dependent variableA response that is affected by an independent variable (what organizationalbehavior researchers try to understand).
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The Dependent Variables (contd)
ProductivityA performance measure that includes effectivenessand efficiency.
Effectiveness
Achievement of goals.
Efficiency
Meeting goals at a low cost.
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The Dependent Variables (contd)
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary
permanent withdrawal from anorganization.
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The Dependent Variables (contd)
Deviant Workplace BehaviorVoluntary behavior that violates significantorganizational norms and thereby threatens thewell-being of the organization and/or any of its
members.
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The Dependent Variables (contd)
Organizational citizenshipbehavior (OCB)
Discretionary behavior that is not part of anemployees formal job requirements, but thatnevertheless promotes the effective functioningof the organization.
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The Dependent Variables (contd)
Job satisfactionA general attitude (not a behavior) toward ones job; a positive feeling ofone's job resulting from an evaluation of its characteristics.
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The Independent Variables
IndependentVariables Can Be
Individual-LevelVariables
OrganizationSystem-Level
Variables
Group-LevelVariables
Independent variableThe presumed cause of some change in the dependent variable; majordeterminants of a dependent variable.
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Basic OB
Model,
Stage II