Lec 01. An Introduction to Organizational Behavior
- 1. An Introduction to Organizational Behavior References: • Organizational Behavior, 17/e Stephen P. Robbins Chapter # 1
- 2. Lec 1: Introduction to Organizational Be havior 2 What is an Organization? A group of people working together in a structured and coordinated fashion to achieve a set of goals. Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
- 3. Lec 1: Introduction to Organizational Be havior 3
- 4. Lec 1: Introduction to Organizational Be havior 4 What is Management? A set of activities (Planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner. Managers are the people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved. Persons responsible for carrying out management function
- 5. Lec 1: Introduction to Organizational Be havior 5 Organizational Resources All organizations use 4 basic kinds of resources to achieve their goals. 1. Human resources Manager & labor 2. Financial resources Capital (Money) to support ongoing and long-term operations. 3. Physical Assets Raw materials, Building, office, Land, production facilities, and equipment 4. Information Usable data, information linkages
- 6. Lec 1: Introduction to Organizational Be havior 6 Organizational Performance Efficiency: A measure of how well resources are used to achieve a goal Getting the most output for the least inputs “Doing Things Right” Effectiveness: A measure of the appropriateness of the goals chosen (are these the right goals?), and the degree to which they are achieved Attaining organizational goals “Doing the Right Things Right”
- 7. Lec 1: Introduction to Organizational Be havior 7 Management process is on going process & it doesn’t occur in step-by-step fashion. Most managers engage in more then one activity at a time. .
- 8. Lec 1: Introduction to Organizational Be havior 8 Manager- Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.
- 9. Lec 1: Introduction to Organizational Be havior 9 Technical Skills Necessary to accomplish or understand the specific kind of work being done. These skills are especially important for first line managers. Managerial Skills Fundamental skill required to perform managerial job.
- 10. Lec 1: Introduction to Organizational Be havior 10 Interpersonal Skills The ability to communicate with, understand, and motivate both individuals and groups. Be able to get along with: Subordinates Peers Those at higher levels
- 11. Lec 1: Introduction to Organizational Be havior 11 Conceptual Skills Mental capacity to understand overall work. Understanding how each part of the organization fits and interacts with other parts in order to accomplish goals and operate in an ever-changing environment. The mental capacity to: Understand organizational goals and its environment. How the organization is structured. Viewing the organization as system.
- 12. Lec 1: Introduction to Organizational Be havior 12 Decision-Making Skills A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.
- 13. Lec 1: Introduction to Organizational Be havior 13 Time-Management Skills Ability to prioritize work & performing tasks on time. Analytical/Diagnostic skills The ability to analyze or logically diagnose problems & determine most appropriate solutions.
- 14. Lec 1: Introduction to Organizational Be havior 14 Managerial Roles Hanry Mintzberg closely observed activities of managers & concluded that they play ten different roles, which fall in 3 basic categories. A role is a set of connected behaviors, rights and obligations performed/used by a person. 1. Interpersonal Role- It involves dealing, coordinating, communicating, understanding and interacting with people (insiders & outsiders). I. Figurehead- A person who holds an important title or office yet executes little actual power. In the figurehead role, the manager represents the organization in all matters of formality II. Leader- involves control, supervising, directing, motivating & hiring subordinates.
- 15. Lec 1: Introduction to Organizational Be havior 15 III. Liaison Role- Coordinating & making link between two units (inside & outside) 2. Informational Role- Receiving, collecting, and disseminating information I. Monitor-seeking/receiving information from many sources to evaluate the organization's performance, environment’s situation. II. Disseminator- In their disseminator role, managers pass information to his workplace & outsiders III. Spokesman (spokeswoman or spokesperson)- Managers convey some of their information to people about company policies, needs, actions, or plans.
- 16. Lec 1: Introduction to Organizational Be havior 16 3. Decisional Roles- Managerial role that revolves around making choice. I. The Entrepreneur Role. Managers search for new ideas, improvement in his unit by adopting changing conditions in the environment, takes risk & responsibility for adopting change. II. The Disturbance handler Role- This role involves responding to high-pressure disturbances. conflicts among subordinates or departments, strikes, disagreements. III. The Resource Allocator Role- Managers make decisions about how to allocate people, budget, equipment, time and other resources to attain desired outcomes. IV. The negotiator role- Negotiations and bargaining to arrive at a course of action.
- 17. Lec 1: Introduction to Organizational Be havior 17
- 18. Lec 1: Introduction to Organizational Be havior 18
- 19. Lec 1: Introduction to Organizational Be havior 19
- 20. Lec 1: Introduction to Organizational Be havior 20 Organizational Behavior Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance. Organizational behavior (often abbreviated OB) is 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 organization’s effectiveness.
- 21. Lec 1: Introduction to Organizational Be havior 21 • OB is the study of how people behave in an organization and how their behavior affects the organization’s performance. Individuals behave differently when acting in their organizational role than when acting separately from the organization. Organizational behavior researchers study the behavior of individuals primarily in their organizational roles. One of the main goals of organizational behavior is "to revitalize organizational theory and develop a better conceptualization of organizational life"
- 22. Lec 1: Introduction to Organizational Be havior 22 Three Levels of OB Analysis
- 23. Lec 1: Introduction to Organizational Be havior 23 What is OB about? • 3-D : individual, group & organizational • At the individual level: learning, perception, stress, personality, individual differences etc • At the group level: teamwork, power & politics, interpersonal, decision making etc • Organizational culture, change, structure & design at organizational level
- 24. Lec 1: Introduction to Organizational Be havior 24 Goals of OB The goals of OB: Predict Explain and Control /Change
- 25. Lec 1: Introduction to Organizational Be havior 25 Implications for Managers OB helps with: Insights to improve people skills Valuing of workforce diversity Empowering people and creating a positive work environment Dealing with labor shortages Coping in a world of temporariness Creating an ethically healthy work environment
- 26. Lec 1: Introduction to Organizational Be havior 26 Disciplin es That Contribu te to the OB Field
- 27. Lec 1: Introduction to Organizational Be havior 27 Disciplines That Contribute to the OB Field Psychology seeks to measure, explain, and sometimes change the behavior of humans and other animals. • Fatigue, boredom, and other working conditions that could impede efficient work performance. • Learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee-selection techniques, work design, and job stress.
- 28. Lec 1: Introduction to Organizational Be havior 28 Sociology- While psychology focuses on the individual, sociology studies people in relation to their social environment or culture. • Study of group behavior in organizations, organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict. Social psychology focus on peoples’ influence on one another. One major study area is change —how to implement it and how to reduce barriers to its acceptance. • Measuring, understanding, and changing attitudes; identifying communication patterns; and building trust, group behavior, power, and conflict
- 29. Lec 1: Introduction to Organizational Be havior 29 Anthropology is the study of humans and human behavior and societies in the past and present. Anthropology is the study of people throughout the world, their evolutionary history, how they behave, adapt to different environments, communicate and socialize with one another.
- 30. Lec 1: Introduction to Organizational Be havior 30 Challenges and Opportunities for OB • Responding to Economic Pressures • The workplace contains a wide mix of cultures, races, ethnic groups, genders and ages • Employees have to learn to cope with rapid change due to global competition • Corporate loyalty has decreased due to corporate downsizing and use of temp workers • Improving Ethical Behavior • Helping Employees Balance Work–Life Conflicts • Managers can benefit from OB theory and concepts
- 31. Lec 1: Introduction to Organizational Be havior 31 Thinking Positive Creating a positive work environment can be a competitive advantage Positive Organizational Scholarship (Positive OB): Examines how organizations develop human strengths, foster vitality and resilience, and unlock potential. Focus is on employee strengths, not their weaknesses.
- 32. Lec 1: Introduction to Organizational Be havior 32 Historical Background • The famous “Hawthorne Studies” (1924-30s) • Undertaken at Western Electric Company, Illinois; to study the effect of various illumination levels on worker productivity. • Findings were: illumination intensity was not directly related to group productivity. Though they couldn’t explain the behavior that they had witnessed! Something more to the productivity than mere physical variables!!
- 33. Lec 1: Introduction to Organizational Be havior 33 This generated an interest in human behavior at work place. Professor Elton Mayo started a series of studies & numerous experiments covering redesign of jobs, changes in the length of work day, time, introduction of rest periods and individual vs group pay plans. Hawthorne studies set the direction OB and management practices!! Hawthorne Effect: The alteration of behavior by the subject of a study due to the awareness of being observed.
- 34. Lec 1: Introduction to Organizational Be havior 34 Until the late 1980s, business school curricula emphasized the technical aspects of management, focusing on economics, accounting, finance, and quantitative techniques. Course work in human behavior and people skills received relatively less attention. Over the past three decades, however, business faculty have come to realize the role that understanding human behavior plays in determining a manager’s effectiveness, and required courses on people skills have been added to many curricula.
Editor's Notes
- #6: Managers are key components to organizational performance. It is a managers responsibility to choose the correct output goals and then try to minimize the input of resources to attain the same output goal. Efficiency and Effectiveness are key terms to understand when talking about organizational performance. Efficiency – doing things right! (produce 1000 z widgets (when the customer wanted x) at a low cost) Effectiveness –doing the right things right. (produce X widgets at a low cost) Refer to figure 1-1 pg. 6 Organizations are more effective when managers choose the correct goals and then achieve them.
- #14: Rights- entitlement to have or do something Obligation- something one must do bcos of law & agrement
- #18: the action or practice of engaging in political activity.
- #26: perceive- the human ability to understand or interpret something through senses. Attitude- way of thinking or feeling about something Behavior- the way we act