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ChapterONE

What is

OrganizationalBehavior?

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After studying this chapter, you shouldbe able to:

1. Describe what managers do.

2. Define organizational behavior (OB).

3. Explain the value of the systematic studyof OB.

4. Identify the contributions made by major

behavioral science disciplines to OB.5. List the major challenges and

opportunities for managers to use OB

concepts.

L

E

ARNI

NG

OBJ

E

C

T

IV

E

S

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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managers (oradministrators)

Individuals who achieve goals through other people.

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Where ManagersWork

Organization

A consciously coordinated social unit,composed of two or more people, that

functions on a relatively continuous basisto achieve a common goal or set ofgoals.

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Management Functions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

ManagementManagement

FunctionsFunctions

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Management Functions (contd)

Planning

A process that includes defining goals,establishing strategy, and developing

plans to coordinate activities.

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Organizing

Determining what tasks are to be done,who is to do them, how the tasks are to

be grouped, who reports to whom, andwhere decisions are to be made.

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Leading

A function that includes motivatingemployees, directing others, selecting

the most effective communicationchannels, and resolving conflicts.

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Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting any

significant deviations.

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Mintzbergs Managerial Roles

E X H I B I T 11Source:Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzbergs Managerial Roles (contd)

E X H I B I T 11 (contd)Source:Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzbergs Managerial Roles (contd)

E X H I B I T 11 (contd)Source:Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.

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Management Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skillsThe ability to work with, understand,and motivate other people, bothindividually and in groups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.

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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

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Allocation of Activities by Time

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Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigates the

impact that individuals, groups, andstructure have on behavior withinorganizations, for the purpose ofapplying such knowledge toward

improving an organizations

effectiveness.

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Complementing Intuition with

Systematic Study

Systematic study

Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

Intuition

Gut feelings about why I do whatI do and whatmakes others tick.

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Contributing Disciplines to the

OB Field

E X H I B I T 13 (contd)

PsychologyThe science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.

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Contributing Disciplines to the

OB Field (contd)


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

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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.

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Contributing Disciplines to the OB

Field (contd)


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

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There Are Few Absolutes in OB

x y

Contingency variables: "It

Depends!!!"

Situational factors that make the mainrelationship between two variables change---e.g., the relationship may hold for onecondition but not another.

Country 1

x yCountry 2

May be related to

May NOT be related to

In

In

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Challenges and Opportunities for

OB 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 people during the war on terror.

ManagingWorkforce Diversity Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizing and responding to differences

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DomesticDomesticPartnersPartners

MajorWorkforce Diversity

Categories

RaceRace

NonNon--ChristianChristian

NationalNational

OriginOrigin

AgeAge

DisabilityDisability

E X H I B I T 14

GenderGender

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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

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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.E X H I B I T 16

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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/Life

Conflicts Improving Ethical Behavior

Managing People during the War onTerrorism

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A Downside to Empowerment?

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Basic OB Model, Stage I

E X H I B I T 1-6

Model

An abstraction of reality.A simplified representation

of some real-worldphenomenon.

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The Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable (whatorganizational behavior researchers try to understand).

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The Dependent Variables (contd)

Productivity

A performance measure that includeseffectiveness and efficiency.

Effectiveness

Achievement of goals.

Efficiency

Meeting goals at a lowcost.

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Absenteeism

The failure to report to work.

Turnover

The voluntary andinvoluntary permanent

withdrawal from anorganization.

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Deviant Workplace BehaviorVoluntary behavior that violates

significant organizational norms andthereby threatens the well-being ofthe organization and/or any of itsmembers.

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Organizational citizenship

behavior (OCB)

Discretionary behavior that is not

part of an employees formal jobrequirements, but that neverthelesspromotes the effective functioningof the organization.

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Job satisfaction

A general attitude (not a behavior) toward ones job; apositive feeling of one's job resulting from an

evaluation of its characteristics.

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The Independent Variables

IndependentIndependent

Variables Can BeVariables Can Be

IndividualIndividual--LevelLevel

VariablesVariables

OrganizationOrganization

SystemSystem--LevelLevel

VariablesVariables

GroupGroup--LevelLevel

VariablesVariables

Independent variable

The presumed cause of some change in the dependentvariable; major determinants of a dependent variable.

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Basic OB

Model,

Stage II

E X H I B I T 1-7

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