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Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
Chapter
What Is Organizational
Behavior?
1
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Chapter Learning Objectives
After studying this chapter you should be able to: – Demonstrate the importance of interpersonal skills in the
workplace.
– Describe the manager’s functions, roles, and skills.
– Define organizational behavior (OB.
– !how the value to OB of s"stematic stud".
– #dentif" the ma$or behavioral science disciplines that
contribute to OB.
– Demonstrate wh" there are few absolutes in OB.
– #dentif" the challenges and opportunities managers have inappl"ing OB concepts.
– %ompare the three levels of anal"sis in this book’s OB
model.
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The Importance of InterpersonalSkills
nderstanding OB helps deter!ine !anager
effectiveness " is about doing the right things#
– &echnical and 'uantitative skills are important
– But leadership and communication skills are %#&#%)*
Organizational benefits of s$illed !anagers
– *ower turnover of 'ualit" emplo"ees
– +igher 'ualit" applications for recruitment
– Better financial performance
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What Managers Do
They get things done through other people.
%anage!ent Activities:
– ake decisions – )llocate resources
– Direct activities of others to attain goals
or$ in an organization – ) consciousl" coordinated social unit composed of two or
more people that functions on a relativel" continuous basis
to achieve a common goal or set of goals.
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Management Functions
Control
#ea
$rgani%e
Plan
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Management Functions !lan
" process that inclu#es#e$ning goals% establishingstrateg&% an# #evelopingplans to coor#inateactivities'
"s managers a#vance% the&#o this function more often'
Control
#ea
$rgani%e
Plan
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Management Functions Organi(e
Determining )hat tasks areto be #one% )ho is to #othem% ho) the tasks are tobe groupe#% )ho reports to)hom% an# )here #ecisions
are to be ma#e'
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Management Functions Lea#
" function that inclu#esmotivating emplo&ees%#irecting others% selectingthe most e*ective
communication channels%an# resolving con+icts'
It is about PEOPLE!
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Management Functions Control
Monitoring performance%comparing actualperformance )ithpreviousl& set goals% an#
correcting an& #eviation'
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'iscovered ten !anagerial roles
(eparated into three groups:
– #nterpersonal
– #nformational
– Decisional
Mint(berg,s Managerial -oles
* + H I B I , 11
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Mint(berg,s Managerial -olesInterpersonal
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission of Pearson Ed!ation.
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Mint(berg,s Managerial -olesInformational
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission of Pearson Ed!ation.
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Mint(berg,s Managerial -olesDecisional
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission of Pearson Ed!ation.
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.at(,s /ssential Management Skills
)echnical ($ills – &he abilit" to appl" specialized
knowledge or e-pertise
*u!an ($ills – &he abilit" to work with, understand,
and motivate other people, both
individuall" and in groups
+onceptual ($ills
– &he mental abilit" to anal"ze and
diagnose comple- situations
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Luthans, Stu#& of Managerial"ctivities
Is there a difference in frequency of managerial activitybetween effective and successful managers?
,our types of !anagerial activity:
– &raditional anagement
• Decisionmaking, planning, and controlling.
– %ommunication
• /-changing routine information and processing paperwork
– +uman esource anagement
•otivating, disciplining, managing conflict, staffing andtraining.
– 0etworking
• !ocializing, politicking, and interacting with others.
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Successful vs' /*ective "llocationb& Time
* + H I B I , 12
anagers who /roote aster weresuccessul3 i i4erent things than i
e4ective anagers those who i their 5obswell3
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Organi(ational 0ehavior
A field of study that investigates the
i!pact that individuals- groups-
and structure have on behavior
.ithin organizations- for the
purpose of applying such$no.ledge to.ard i!proving an
organization/s effectiveness0
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Intuition an# S&stematic Stu#&
two are complementary means of predicting behavi
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"n Outgro)th of S&stematic Stu#&1
EvidenceBased %anage!ent "EB%#
Basing !anagerial decisions on the best available
scientific evidence
Must think like scientists:
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Managers Shoul# 2se "ll Three"pproaches
The trick is to know when to go with your gut.
– 1ack 2elsh
2ntuition is often based on inaccurate infor!ation
,addis! is prevalent in !anage!ent
(yste!atic study can be ti!econsu!ing
Use evidence as much as possible to inform your intuitionand experience. That is the promise of OB.
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Contributing Disciplines
See * + H I B I , 1! or etails
Man& behavioral scienceshave contribute# to the#evelopment of Organi(ational0ehavior
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!s&cholog&
)he science that see$s to !easure- eplain- and
so!eti!es change the behavior of hu!ans and other
ani!als0
nit of Analysis:
– #ndividual
+ontributions to OB:
– *earning, motivation, personalit", emotions, perception
– &raining, leadership effectiveness, $ob satisfaction
– #ndividual decision making, performance appraisal attitude
measurement
– /mplo"ee selection, work design, and work stress
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Social !s&cholog&
An area .ithin psychology that blends concepts fro!
psychology and sociology and that focuses on the
influence of people on one another0
nit of Analysis:
– 3roup
+ontributions to OB:
– Behavioral change
– )ttitude change
– %ommunication
– 3roup processes
– 3roup decision making
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Sociolog&
nit of Analysis:
Organizational (yste!
+ontributions to OB:
– 3roup d"namics
– 2ork teams
– %ommunication – 4ower
– %onflict
– #ntergroup behavior
4roup
– 5ormal organization theor"
– Organizational technolog"
– Organizational change – Organizational culture
)he study of people in relation to their fello. hu!an
beings0
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"nthropolog&
nit of Analysis:
Organizational (yste!
+ontributions to OB:
– Organizational culture
– Organizational environment
4roup
– %omparative values
– %omparative attitudes
– %rosscultural anal"sis
)he study of societies to learn about hu!an beings and
their activities0
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Fe) "bsolutes in O0
(ituational factors that !a$e the !ain relationship
bet.een t.o variables change5e0g0- the relationship
!ay hold for one condition but not another0
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Challenges an# Opportunities for O0
esponding to !lobalization
Managing "orkforce #iversity
2!proving 6uality and 7roductivity
2!proving +usto!er (ervice
2!proving 7eople ($ills
(ti!ulating 2nnovation and +hange
+oping .ith 8)e!porariness9
or$ing in et.or$ed Organizations
*elping E!ployees Balance or$;ife +onflicts +reating a 7ositive or$ Environ!ent
2!proving Ethical Behavior
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-espon#ing to 3lobali(ation
2ncreased foreign
assign!ents
or$ing .ith people fro!
different cultures
+oping .ith anticapitalis!
bac$lash
Overseeing !ove!ent of
<obs to countries .ith lo.
cost labor
%anaging people during the
.ar on terror
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Managing Workforce Diversit&
The people in organizations are becoming more
heterogeneous demographically
– /mbracing diversit"
– %hanging 6.!. demographics
– %hanging management philosoph"
– ecognizing and responding to differences
See * + H I B I , 1"
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Developing an O0 Mo#el
A model is an abstraction of reality: a si!plified
representation of so!e real.orld pheno!enon0
Our OB !odel has three levels of analysis
– /ach level is constructed on the prior level
* + H I B I , 1&
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T&pes of Stu#& 4ariables
2ndependent "=#
– &he presumed cause of the
change in the dependent
variable (7.
– &his is the variable that OB
researchers manipulate to
observe the changes in 7.
6e/enent 73
– &his is the response to 8 (the
independent variable.
– #t is what the OB researchers
want to predict or e-plain.
– &he interesting variable9
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Interesting O0 Depen#ent 4ariables
7roductivity
– &ransforming inputs to outputs at lowest cost. #ncludes the
concepts of effectiveness (achievement of goals and
efficiency (meeting goals at a low cost.
Absenteeis!
– 5ailure to report to work – a huge cost to emplo"ers.
)urnover
– :oluntar" and involuntar" permanent withdrawal from an
organization.
'eviant or$place Behavior – :oluntar" behavior that violates significant organizational
norms and thereb" threatens the wellbeing of the
organization and;or an" of its members.
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More Interesting O0 Depen#ent4ariables Organizational +itizenship Behavior "O+B#
– Discretionar" behavior that is not part of an emplo"ee’s
formal $ob re'uirements, but that nevertheless promotes the
effective functioning of the organization.
Job (atisfaction
– ) general attitude (not a behavior toward one’s $ob< a
positive feeling of one=s $ob resulting from an evaluation of
its characteristics.
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The In#epen#ent 4ariables
The independent variable $%& can be at any of these three
levels in this model:
2ndividual
– Biographical characteristics, personalit" and emotions,
values and attitudes, abilit", perception, motivation,
individual learning and individual decision making.
4roup
– %ommunication, group decision making, leadership and
trust, group structure, conflict, power and politics, and work
teams.Organization (yste!
– Organizational culture, human resource policies and
practices, and organizational structure and design.
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O0 Mo#el
* + H I B I , 1'
2ndependent
>ariables "=#
'ependent>ariables "?#
, h r e e
# e v e l s
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Summar& an# ManagerialImplications %anagers need to develop their interpersonal s$ills to
be effective0
OB focuses on ho. to i!prove factors that !a$e
organizations !ore effective0
)he best predictions of behavior are !ade fro! a
co!bination of syste!atic study and intuition0
(ituational variables !oderate causeandeffect
relationships @ .hich is .hy OB theories are
contingent0
)here are !any OB challenges and opportunities for
!anagers today0
)he tetboo$ is based on the contingent OB !odel0
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+opyright CCD 7earson Education- 2nc07ublishing as 7rentice *all
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