Download - OB-Sec 1

8/3/2019 OB-Sec 1

1/38

Organizational Behavior

8/3/2019 OB-Sec 1

2/38

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.

8/3/2019 OB-Sec 1

3/38

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.

8/3/2019 OB-Sec 1

4/38

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.

8/3/2019 OB-Sec 1

5/38

Management Functions

Planning Organizing

LeadingControlling

ManagementFunctions

8/3/2019 OB-Sec 1

6/38

Management Functions (contd)

PlanningA process that includes defining goals, establishingstrategy, and developing plans to coordinateactivities.

8/3/2019 OB-Sec 1

7/38


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.

8/3/2019 OB-Sec 1

8/38


LeadingA function that includes motivating employees,directing others, selecting the most effectivecommunication channels, and resolving conflicts.

8/3/2019 OB-Sec 1

9/38


ControllingMonitoring activities to ensure they are being accomplished asplanned and correcting any significant deviations.

8/3/2019 OB-Sec 1

10/38

Mintzbergs Managerial Roles

8/3/2019 OB-Sec 1

11/38

Mintzbergs Managerial Roles (contd)

8/3/2019 OB-Sec 1

12/38

Mintzbergs Managerial Roles (contd)

8/3/2019 OB-Sec 1

13/38

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.

8/3/2019 OB-Sec 1

14/38

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.

8/3/2019 OB-Sec 1

15/38

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.

8/3/2019 OB-Sec 1

16/38

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.

8/3/2019 OB-Sec 1

17/38

8/3/2019 OB-Sec 1

18/38

Contributing Disciplines to the OB

FieldPsychologyThe science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.

8/3/2019 OB-Sec 1

19/38

Contributing Disciplines to the OB

Field (contd)

SociologyThe study of people in relation to their fellow human beings.

8/3/2019 OB-Sec 1

20/38

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.

8/3/2019 OB-Sec 1

21/38


(contd)

AnthropologyThe study of societies to learn about human beings and theiractivities.

8/3/2019 OB-Sec 1

22/38


(contd)

Political Science

Studies behavior of individuals and groups within a politicalenvironment.

8/3/2019 OB-Sec 1

23/38

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

8/3/2019 OB-Sec 1

24/38

Domestic

Partners

Major Workforce Diversity Categories

Race

Non-Christian

National

Origin

Age

Disability

Gender

8/3/2019 OB-Sec 1

25/38

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

8/3/2019 OB-Sec 1

26/38

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.

8/3/2019 OB-Sec 1

27/38

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

8/3/2019 OB-Sec 1

28/38

A Downside to Empowerment?

8/3/2019 OB-Sec 1

29/38

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

8/3/2019 OB-Sec 1

30/38

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.

8/3/2019 OB-Sec 1

31/38

The Dependent Variables

x

y

Dependent variableA response that is affected by an independent variable (what organizationalbehavior researchers try to understand).

8/3/2019 OB-Sec 1

32/38

The Dependent Variables (contd)

ProductivityA performance measure that includes effectivenessand efficiency.

Effectiveness

Achievement of goals.

Efficiency

Meeting goals at a low cost.

8/3/2019 OB-Sec 1

33/38


Absenteeism

The failure to report to work.

Turnover

The voluntary and involuntary

permanent withdrawal from anorganization.

8/3/2019 OB-Sec 1

34/38


Deviant Workplace BehaviorVoluntary behavior that violates significantorganizational norms and thereby threatens thewell-being of the organization and/or any of its

members.

8/3/2019 OB-Sec 1

35/38


Organizational citizenshipbehavior (OCB)

Discretionary behavior that is not part of anemployees formal job requirements, but thatnevertheless promotes the effective functioningof the organization.

8/3/2019 OB-Sec 1

36/38


Job satisfactionA general attitude (not a behavior) toward ones job; a positive feeling ofone's job resulting from an evaluation of its characteristics.

8/3/2019 OB-Sec 1

37/38

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.

8/3/2019 OB-Sec 1

38/38

Basic OB

Model,

Stage II