What is Organization Behavior
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This document summarizes key points from the first chapter of an organizational behavior textbook. It defines organizational behavior as the field studying how individuals, groups, and structure influence behavior in organizations. It describes the roles and responsibilities of managers, including planning, organizing, leading, and controlling. It also discusses the challenges and opportunities managers face in responding to trends like globalization and managing a diverse workforce.
What is Organization Behavior
- 1. e l e v e n t h e d i t i o o r g a n i z a t i o n a l b e h a v i o r stephen p. robbins n
- 2. What Is Organizational Behavior OORRGGAANNIIZZAATTIIOONNAALL BBEEHHAAVVIIOORR SS TT EE PP HH EE NN PP.. RR OO BB BB II NN SS EE LL EE VV EE NN TT HH EE DD II TT II OO NN © 2005 Prentice Hall Inc. WW WW WW .. PP RR EE NN HH AA LL LL .. CC OO MM // RR OO BB BB II NN SS All rights reserved. PowerPoint Presentation by Charlie Cook Chapter One
- 3. After studying this chapter, you should be able to: 1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of OB. 4. List the major challenges and opportunities for managers to use OB concepts. 5. Identify the contributions made by major behavioral science disciplines to OB. © 2005 Prentice Hall Inc. All rights reserved. 1–3 L E A R N I N G O B J E C T I V E S
- 4. After studying this chapter, you should be able to: 6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB. 8. Identify the three levels of analysis in this book’s OB model. © 2005 Prentice Hall Inc. All rights reserved. 1–4 L E A R N I N G O B J E C T I V E S (cont’d)
- 5. WWhhaatt MMaannaaggeerrss DDoo Managers (or administrators) Individuals who achieve goals through other people. Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals © 2005 Prentice Hall Inc. All rights reserved. 1–5
- 6. WWhheerree MMaannaaggeerrss WWoorrkk Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. © 2005 Prentice Hall Inc. All rights reserved. 1–6
- 7. MMaannaaggeemmeenntt FFuunnccttiioonnss PPPPllalalaannnnnnnniinininngggg OOOOrrrrggggaaaannnniizizizziinininngggg MMaannaaggeemmeenntt FFuunnccttiioonnss MMaannaaggeemmeenntt FFuunnccttiioonnss CCCCoooonnnntttrtrrroooollllllililnininngggg LLLLeeeeaaaaddddiinininngggg © 2005 Prentice Hall Inc. All rights reserved. 1–7
- 8. MMaannaaggeemmeenntt FFuunnccttiioonnss ((ccoonntt’’dd)) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. © 2005 Prentice Hall Inc. All rights reserved. 1–8
- 9. MMaannaaggeemmeenntt FFuunnccttiioonnss ((ccoonntt’’dd)) Organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. © 2005 Prentice Hall Inc. All rights reserved. 1–9
- 10. © 2005 Prentice Hall Inc. All rights reserved. 1– 10 MMaannaaggeemmeenntt FFuunnccttiioonnss ((ccoonntt’’dd)) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
- 11. © 2005 Prentice Hall Inc. All rights reserved. 1– 11 MMaannaaggeemmeenntt FFuunnccttiioonnss ((ccoonntt’’dd)) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
- 12. © 2005 Prentice Hall Inc. All rights reserved. 1– 12 MMiinnttzzbbeerrgg’’ss MMaannaaggeerriiaall RRoolleess Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 EE X X H H I BI B I TI T 1 –11–1 by H. Mintzberg. Reprinted by permission of Pearson Education.
- 13. © 2005 Prentice Hall Inc. All rights reserved. 1– 13 Mintzberg’s Mintzberg’s MMaannaaggeerriiaall RRoolleess ((ccoonntt’’dd)) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 EE X X H H I BI B I TI T 1 –11– 1( c(oconnt’td’d) ) by H. Mintzberg. Reprinted by permission of Pearson Education.
- 14. © 2005 Prentice Hall Inc. All rights reserved. 1– 14 Mintzberg’s Mintzberg’s MMaannaaggeerriiaall RRoolleess ((ccoonntt’’dd)) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 EE X X H H I BI B I TI T 1 –11– 1( c(oconnt’td’d) ) by H. Mintzberg. Reprinted by permission of Pearson Education.
- 15. © 2005 Prentice Hall Inc. All rights reserved. 1– 15 MMaannaaggeemmeenntt SSkkiillllss Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations.
- 16. Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communication • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others © 2005 Prentice Hall Inc. All rights reserved. 1– 16 Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communication • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others
- 17. © 2005 Prentice Hall Inc. All rights reserved. 1– 17 EE X X H H I BI B I TI T 1 –12–2 AAllllooccaattiioonn ooff AAccttiivviittiieess bbyy TTiimmee Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
- 18. © 2005 Prentice Hall Inc. All rights reserved. 1– 18 EEnntteerr OOrrggaanniizzaattiioonnaall BBeehhaavviioorr Organizational behavior (OB) 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.
- 19. Intuition A feeling not necessarily supported by research. © 2005 Prentice Hall Inc. All rights reserved. 1– 19 Replacing Intuition Replacing Intuition wwiitthh SSyysstteemmaattiicc SSttuuddyy Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors.
- 20. © 2005 Prentice Hall Inc. All rights reserved. 1– 20 Replacing Intuition Replacing Intuition wwiitthh SSyysstteemmaattiicc SSttuuddyy The Facts Preconceived Notions ≠
- 21. © 2005 Prentice Hall Inc. All rights reserved. Toward TTTooowwwaaarrrddd a aaannnn O OOOBBBB D DDDiisisisscccciipipippllililnininneeee 1– 21 EE X X H H I BI B I TI T 1 –13–3
- 22. Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. © 2005 Prentice Hall Inc. All rights reserved. 1– 22 Contributing Disciplines Contributing Disciplines ttoo tthhee OOBB FFiieelldd EE X X H H I BI B I TI T 1 –13– 3( c(oconnt’td’d) )
- 23. Contributing Disciplines Contributing Disciplines ttoo tthhee OOBB FFiieelldd ((ccoonntt’’dd)) Sociology The study of people in relation to their fellow human beings. © 2005 Prentice Hall Inc. All rights reserved. 1– 23 EE X X H H I BI B I TI T 1 –13– 3( c(oconnt’td’d) )
- 24. Contributing Disciplines Contributing Disciplines ttoo tthhee OOBB FFiieelldd ((ccoonntt’’dd)) Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. © 2005 Prentice Hall Inc. All rights reserved. 1– 24 EE X X H H I BI B I TI T 1 –13– 3( c(oconnt’td’d) )
- 25. Contributing Disciplines Contributing Disciplines ttoo tthhee OOBB FFiieelldd ((ccoonntt’’dd)) Anthropology The study of societies to learn about human beings and their activities. © 2005 Prentice Hall Inc. All rights reserved. 1– 25 EE X X H H I BI B I TI T 1 –13– 3( c(oconnt’td’d) )
- 26. Contributing Disciplines Contributing Disciplines ttoo tthhee OOBB FFiieelldd ((ccoonntt’’dd)) Political Science The study of the behavior of individuals and groups within a political environment. © 2005 Prentice Hall Inc. All rights reserved. 1– 26 EE X X H H I BI B I TI T 1 –13– 3( c(oconnt’td’d) )
- 27. © 2005 Prentice Hall Inc. All rights reserved. Source: Drawing by Handelsman in The New Yorker, Copyright © 1986 by the New Yorker Magazine. Reprinted by permission. 1– 27 EE X X H H I BI B I TI T 1 –14–4
- 28. Contingency variables Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation. x VVaarriiaabblleess y © 2005 Prentice Hall Inc. All rights reserved. 1– 28 TThheerree AArree FFeeww AAbbssoolluutteess iinn OOBB CCoonnttiinnggeennccyy
- 29. © 2005 Prentice Hall Inc. All rights reserved. 1– 29 Challenges Challenges aanndd OOppppoorrttuunniittiieess ffoorr OOBB Responding to Globalization – Increased foreign assignments – Working with people from different cultures – Coping with anti-capitalism backlash – Overseeing movement of jobs to countries with low-cost labor Managing Workforce Diversity – Embracing diversity – Changing U.S. demographics – Implications for managers • Recognizing and responding to differences
- 30. MMaajjoorr WWoorrkkffoorrccee DDiivveerrssiittyy CCaatteeggoorriieess © 2005 Prentice Hall Inc. All rights reserved. 1– 30 DDoommeessttiicc PPaarrttnneerrss DDoommeessttiicc PPaarrttnneerrss RRRRaaaacccceeee NNaattiioonnaall OOrriiggiinn NNaattiioonnaall OOrriiggiinn NNNNoooonnnn----CCCChhhhrrrriiisisssttttiiiaiaaannnn AAAAggggeeee DDDDiiisisssaaaabbbbiiililliliititttyyyy EE X X H H I BI B I TI T 1 –15–5 GGGGeeeennnnddddeeeerrrr
- 31. Challenges and Opportunities Challenges and Opportunities ffoorr OOBB ((ccoonntt’’dd)) Improving Quality and Productivity © 2005 Prentice Hall Inc. All rights reserved. 1– 31 – 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
- 32. WWhhaatt IIss QQuuaalliittyy MMaannaaggeemmeenntt?? 1. Intense focus on the customer. 2. Concern for continuous improvement. 3. Improvement in the quality of everything the organization does. 4. Accurate measurement. 5. Empowerment of employees. © 2005 Prentice Hall Inc. All rights reserved. 1– 32 EE X X H H I BI B I TI T 1 –16–6
- 33. © 2005 Prentice Hall Inc. All rights reserved. 1– 33 Improving Improving QQuuaalliittyy aanndd PPrroodduuccttiivviittyy Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes. – Requires employees to rethink what they do and become more involved in workplace decisions. Process reengineering – Asks managers to reconsider how work would be done and their organization structured if they were starting over. – Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.
- 34. © 2005 Prentice Hall Inc. All rights reserved. 1– 34 Challenges Challenges aanndd OOppppoorrttuunniittyy ffoorr OOBB ((ccoonntt’’dd)) Improving People Skills Empowering People Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior
- 35. © 2005 Prentice Hall Inc. All rights reserved. 1– 35 BBaassiicc OOBB MMooddeell,, SSttaaggee II EE X X H H I BI B I TI T 1 –17–7 Model An abstraction of reality. A simplified representation of some real-world phenomenon.
- 36. Dependent variable A response that is affected by an independent variable. © 2005 Prentice Hall Inc. All rights reserved. 1– 36 TThhee DDeeppeennddeenntt VVaarriiaabblleess x y
- 37. © 2005 Prentice Hall Inc. All rights reserved. 1– 37 TThhee DDeeppeennddeenntt VVaarriiaabblleess ((ccoonntt’’dd)) Productivity A performance measure that includes effectiveness and efficiency. Effectiveness Achievement of goals. Efficiency The ratio of effective output to the input required to achieve it.
- 38. © 2005 Prentice Hall Inc. All rights reserved. 1– 38 TThhee DDeeppeennddeenntt VVaarriiaabblleess ((ccoonntt’’dd)) Absenteeism The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization.
- 39. © 2005 Prentice Hall Inc. All rights reserved. 1– 39 TThhee DDeeppeennddeenntt VVaarriiaabblleess ((ccoonntt’’dd)) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
- 40. TThhee DDeeppeennddeenntt VVaarriiaabblleess ((ccoonntt’’dd)) Job satisfaction A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive. © 2005 Prentice Hall Inc. All rights reserved. 1– 40
- 41. Independent variable The presumed cause of some change in the dependent variable. IInnddeeppeennddeenntt VVaarriiaabblleess IInnddiivviidduuaall--LLeevveell VVaarriiaabblleess GGrroouupp--LLeevveell VVaarriiaabblleess © 2005 Prentice Hall Inc. All rights reserved. OOrrggaanniizzaattiioonn SSyysstteemm--LLeevveell VVaarriiaabblleess 1– 41 TThhee IInnddeeppeennddeenntt VVaarriiaabblleess IInnddeeppeennddeenntt VVaarriiaabblleess IInnddiivviidduuaall--LLeevveell VVaarriiaabblleess OOrrggaanniizzaattiioonn SSyysstteemm--LLeevveell VVaarriiaabblleess GGrroouupp--LLeevveell VVaarriiaabblleess
- 42. © 2005 Prentice Hall Inc. All rights reserved. Basic OB Model, Stage II Basic OB Model, Stage II 1– 42 EE X X H H I BI B I TI T 1 –18–8