Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-1 Copyright © 2007 Pearson Education Canada Chapter 1 What Is Organizational Behaviour?
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Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-1Copyright © 2007 Pearson Education Canada
Chapter 1
What Is Organizational Behaviour?
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-2Copyright © 2007 Pearson Education Canada
Chapter 1 Outline
• Defining Organizational Behaviour
• OB: Making Sense of Behaviour in Organizations
• How Will Knowing OB Make a Difference?
• Today’s Challenges in the Canadian Workplace
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-3Copyright © 2007 Pearson Education Canada
What Is Organizational Behaviour?
1. What is organizational behaviour?
2. Isn’t organizational behaviour common sense? Or just like psychology?
3. How does knowing about organizational behaviour make work and life more understandable?
4. What challenges do managers and employees face in the workplace of the twenty-first century?
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-4Copyright © 2007 Pearson Education Canada
Organizational Behaviour
• A field of study that investigates the impact of individuals, groups, and structure on behaviour within organizations; the aim is to apply such knowledge toward improving organizational effectiveness.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-5Copyright © 2007 Pearson Education Canada
Why Do We Study OB?
• To learn about yourself and others
• To understand how the many organizations you encounter work.
• To become familiar with team work
• To help you think about the people issues faced by managers and entrepreneurs
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-6Copyright © 2007 Pearson Education Canada
What Is an Organization?
• A consciously coordinated social unit:– composed of a group of people
– functioning on a relatively continuous basis
– to achieve a common goal or set of goals.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-7Copyright © 2007 Pearson Education Canada
The Building Blocks of OB
• Psychology
• Sociology
• Social Psychology
• Anthropology
• Political Science
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-8Copyright © 2007 Pearson Education Canada
Exhibit 1-1 Toward an OB Discipline
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-9Copyright © 2007 Pearson Education Canada
The Rigour of OB
• OB Looks at Consistencies– What is common about behaviour, and helps
predictability?
• OB Looks Beyond Common Sense– Systematic study, based on scientific evidence
• OB Has Few Absolutes• OB Takes a Contingency Approach
– Considers behaviour in context
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-10Copyright © 2007 Pearson Education Canada
Exhibit 1-2 Research Methods in OB
Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4. Copyright © 2005 John Wiley & Sons, Inc. Reprinted with the permission of John Wiley & Sons, Inc.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-11Copyright © 2007 Pearson Education Canada
How Will Knowing OB Make a Difference?
• For Managers– Knowing organizational behaviour can help you
manage well and makes for better corporations.
– Managing people well leads to greater organizational commitment.
– Finally, managing well may improve organizational citizenship.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-12Copyright © 2007 Pearson Education Canada
How Will Knowing OB Make a Difference?
• For Individuals– What if I’m not going to work in a large organization?
• The theories generally apply to organizations of any size.
– What if I don’t want to be a manager? • To some extent, the roles of managers and employees
are becoming blurred in many organizations. • While self-employed individuals often do not act as
managers, they certainly interact with other individuals and organizations as part of their work.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-13Copyright © 2007 Pearson Education Canada
Bottom Line: OB Is For Everyone
• Organizational behaviour is not just for managers. – The roles of managers and employees are becoming
blurred in many organizations. – Managers are increasingly asking employees to share in
their decision-making processes rather than simply follow orders.
• OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-14Copyright © 2007 Pearson Education Canada
Exhibit 1-4Basic OB Model
Organization systems level
Group level
Individual level
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-15Copyright © 2007 Pearson Education Canada
Today’s Challenges in the Canadian Workplace
• Challenges at the Individual Level– Individual Differences– Job Satisfaction– Motivation– Empowerment– Behaving Ethically
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-16Copyright © 2007 Pearson Education Canada
Today’s Challenges in the Canadian Workplace
• Challenges at the Group Level– Working With Others
– Workforce Diversity
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-17Copyright © 2007 Pearson Education Canada
Today’s Challenges in the Canadian Workplace
• Challenges at the Organizational Level– Productivity
– Developing Effective Employees
– Putting People First
– Global Competition
– Managing and Working in a Multicultural World
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-18Copyright © 2007 Pearson Education Canada
Today’s Challenges in the Canadian Workplace
• Challenges at the Organizational Level– Productivity
• A performance measure including effectiveness and efficiency.
– Effectiveness
• The achievement of goals.
– Efficiency
• The ratio of effective work output to the input required to produce the work.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-19Copyright © 2007 Pearson Education Canada
Developing Effective Employees
Organizational Citizenship Behaviour (OCB)– Discretionary behaviour that is not part of an
employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-20Copyright © 2007 Pearson Education Canada
Putting People First
• Putting people first generates a committed workforce and positively affects the bottom line.
• People will work harder when they feel they have “more control and say in their work.”
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-21Copyright © 2007 Pearson Education Canada
How to Put People First
• Provide employment security. • Hire well.• Create self-managed teams.• Pay well.• Provide extensive training.• Reduce status differences.• Share information about organizational
performance.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-22Copyright © 2007 Pearson Education Canada
Global Competition
• In recent years, Canadian businesses have faced tough competition from the United States, Europe, Japan, and even China, as well as from other companies within our borders.
• To survive, they have had to reduce costs, increase productivity, and improve quality.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-23Copyright © 2007 Pearson Education Canada
Managing and Working in a Multicultural World
• Managers and employees must become capable of working with people from different cultures: – Multinational corporations are developing
operations worldwide.– Companies are developing joint ventures with
foreign partners.– Workers are pursuing job opportunities across
national borders.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-24Copyright © 2007 Pearson Education Canada
Summary and Implications
1. What is organizational behaviour?– OB is a field of study that investigates the impact
that individuals, groups, and structure have on behaviour within an organization.
2. Isn’t organizational behaviour common sense? Or just like psychology?
– OB is built on contributions from a number of behavioural disciplines, including psychology, sociology, social psychology, anthropology, and political science. It goes beyond “common sense.”
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-25Copyright © 2007 Pearson Education Canada
Summary and Implications
3. How does knowing about organizational behaviour make work and life more understandable?
– OB helps people manage well, and managing well can lead to greater organizational commitment by employees.
4. What challenges do managers and employees face in today’s workplace?
– Each level of analysis—the individual, the group, and the organization—presents challenges.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-26Copyright © 2007 Pearson Education Canada
OB at Work
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-27Copyright © 2007 Pearson Education Canada
For Review1. Define organizational behaviour.2. What is an organization? Is the family unit an organization? Explain.3. “Behaviour is generally predictable, so there is no need to formally
study OB.” Do you agree or disagree with this statement? Why?4. What does it mean to say that OB takes a contingency approach in its
analysis of behaviour?5. What are the three levels of analysis in our OB model? Are they
related? If so, how?6. What are some of the challenges and opportunities that managers face
in today’s workplace?7. Why is job satisfaction an important consideration for OB?8. What are effectiveness and efficiency, and how are they related to
OB?
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-28Copyright © 2007 Pearson Education Canada
For Critical Thinking
1. “OB is for everyone.” Build an argument to support this statement.
2. Why do you think the subject of OB might be criticized as being “only common sense,” when we would rarely hear such a criticism of a course in physics or statistics? Do you think this criticism of OB is fair?
3. On a scale of 1 to 10 measuring the sophistication of a scientific discipline in predicting phenomena, mathematical physics would probably be a 10. Where do you think OB would fall on the scale? Why?
4. Can empowerment lead to greater job satisfaction?
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-29Copyright © 2007 Pearson Education Canada
Learning About Yourself Exercise1. Taking initiative2. Goal setting3. Delegating effectively4. Personal productivity and
motivation5. Motivating others6. Time and stress management7. Planning8. Organizing9. Controlling10. Receiving and organizing
information11. Evaluating routine information12. Responding to routine information
13. Understanding yourself and others14. Interpersonal communication15. Developing subordinates16. Team building17. Participative decision making18. Conflict management19. Living with change20. Creative thinking21. Managing change
22. Building and maintaining a power base
23. Negotiating agreement and commitment
24. Negotiating and selling ideas
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-30Copyright © 2007 Pearson Education Canada
Learning About Yourself
Scoring Key
• Director: 1, 2, 3 Mentor: 13, 14, 15
• Producer: 4, 5, 6 Facilitator: 16, 17, 18
• Coordinator: 7, 8, 9 Innovator: 19, 20, 21
• Monitor: 10, 11, 12 Broker: 22, 23, 24
Source: Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming A Master Manager: A Competency Framework (New York: John Wiley & Sons, Inc. 1990), Chapter 1.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-31Copyright © 2007 Pearson Education Canada
Breakout Group Exercises
Form small groups to discuss the following topics:
1. Consider a group situation in which you have worked. To what extent did the group rely on the technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in helping the group function well?
2. Identify some examples of “worst jobs.” What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals?
3. Develop a list of “organizational puzzles,” that is, behaviour you’ve observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of OB.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-32Copyright © 2007 Pearson Education Canada
Working With Others Exercise
This exercise asks you to consider the skills outlined in the “Competing Values Framework” to develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20 minutes.
1. Using the skills listed in “Learning About Yourself,” identify the 4 skills that you think all managers should have.
2. Identify the 4 skills that you think are least important for managers to have.
3. In groups of 5–7, reach a consensus on the most-needed and least-needed skills identified in Steps 1 and 2.
4. Using Exhibit 1-6, determine whether your “ideal” managers would have trouble managing in some dimensions of organizational demands.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-33Copyright © 2007 Pearson Education Canada
Exhibit 1-5Competing Values Framework
Flexibility
Control
Inte
rnal
Fo
cus E
xternal F
ocu
s
Source: Adapted from K. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Reading, MA: Addison Wesley Longman, 1999).
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-34Copyright © 2007 Pearson Education Canada
Competing Values Framework
• Internal-External Dimension– Inwardly, toward employee needs and concerns and/or production
processes and internal systemsor
– Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future
• Flexibility-Control Dimension– Flexible and dynamic, allowing more teamwork and participation; seeking
new opportunities for products and servicesor
– Controlling or stable, maintaining the status quo and exhibiting less change
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-35Copyright © 2007 Pearson Education Canada
Exhibit 1-6 Skills for Mastery in the New Workplace
Flexibility
Internal External
Control
Mentor Innovator
1. Understanding yourself and others2. Interpersonal communication3. Developing subordinates
1. Team building2. Participative decision making3. Conflict management
1. Receiving and organizing information2. Evaluating routine information3. Responding to routine information
1. Planning2. Organizing3. Controlling
1. Taking initiative2. Goal setting3. Delegating effectively
1. Personal productivity and motivation2. Motivating others3. Time and stress management
1. Building and maintaining a power base2. Negotiating agreement and commitment3. Negotiating and selling ideas
1. Living with change2. Creative thinking3. Managing change
Facilitator
Monitor
Director
Producer
Broker
Coordinator
Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 86.
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-36Copyright © 2007 Pearson Education Canada
Supplemental Material
Slides for activities I do in my own classroom
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-37Copyright © 2007 Pearson Education Canada
Exercise
• In groups of 6– Introduce yourselves.
– Pick an interviewer.
– Decide on questions or topics you want interviewer to ask me.
• The interview– Introduce interviewer to me and the class.
– Ask one question from your list (we will go around the groups with one question at a time).