ob13_01

Robbins & JudgeOrganizational Behavior13th EditionChapter 1: What Is Organizational Behavior?Student Study SlideshowBob StretchSouthwestern College 2009 Prentice-Hall Inc. All rights reserved.1-*

2009 Prentice-Hall Inc. All rights reserved.

Chapter Learning ObjectivesAfter studying this chapter you should be able to:Demonstrate the importance of interpersonal skills in the workplace.Describe the managers functions, roles, and skills.Define organizational behavior (OB).Show the value to OB of systematic study.Identify the major behavioral science disciplines that contribute to OB.Demonstrate why there are few absolutes in OB.Identify the challenges and opportunities managers have in applying OB concepts.Compare the three levels of analysis in this books OB model.

2009 Prentice-Hall Inc. All rights reserved.1-*


The Importance of Interpersonal SkillsUnderstanding OB helps determine manager effectivenessTechnical and quantitative skills important But leadership and communication skills are CRITICALOrganizational benefits of skilled managersLower turnover of quality employeesHigher quality applications for recruitmentBetter financial performance



What Managers DoThey get things done through other people.Management Activities:Make decisionsAllocate resourcesDirect activities of others to attain goalsWork in an organizationA 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.



Four Management FunctionsPLANA process that includes defining goals, establishing strategy, and developing plans to coordinate activities.ORGANIZEDetermining 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.



Four Management FunctionsLEADA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.CONTROLMonitoring performance, comparing actual performance with previously set goals, and correcting any deviation.



Mintzbergs Managerial RolesTen roles in three groups (Exhibit 1-1)InterpersonalFigurehead, Leader, and LiaisonInformationalMonitor, Disseminator, SpokespersonDecisionalEntrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.



Katzs Essential Management SkillsTechnical SkillsThe ability to apply specialized knowledge or expertiseHuman SkillsThe ability to work with, understand, and motivate other people, both individually and in groupsConceptual SkillsThe mental ability to analyze and diagnose complex situations



Luthans Study of Managerial ActivitiesFour types of managerial activity:Traditional ManagementDecision-making, planning, and controlling.CommunicationExchanging routine information and processing paperworkHuman Resource ManagementMotivating, disciplining, managing conflict, staffing and training.NetworkingSocializing, politicking, and interacting with others.

Managers who promoted faster (were successful) did different things than did effective managers (those who did their jobs well) see Exhibit 1-2.



Organizational Behavior

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 organizations effectiveness.



Intuition and Systematic StudyIntuition Gut feelings Individual observation Common senseSystematic StudyLooks at relationshipsScientific evidencePredicts behaviorsThe two are complementary means of predicting behavior.



An Outgrowth of Systematic StudyEvidence-Based Management (EBM)Basing managerial decisions on the best available scientific evidence.Must think like scientists:Pose a managerial questionSearch for best available evidenceApply relevant information to case



Managers Should Use All Three ApproachesThe trick is to know when to go with your gut. Jack WelshIntuition is often based on inaccurate informationFaddism is prevalent in managementSystematic study can be time-consuming

Use evidence as much as possible to inform your intuition and experience. That is the promise of OB. 2009 Prentice-Hall Inc. All rights reserved.1-*


Four Contributing DisciplinesPsychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.Unit of Analysis:IndividualContributions to OB:Learning, motivation, personality, emotions, perceptionTraining, leadership effectiveness, job satisfactionIndividual decision making, performance appraisal, attitude measurementEmployee selection, work design, and work stress



Four Contributing DisciplinesSocial Psychology

An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.Unit of Analysis:GroupContributions to OB:Behavioral changeAttitude changeCommunicationGroup processesGroup decision making



Four Contributing Disciplines Unit of Analysis: Organizational System

Contributions to OB:Group dynamicsWork teamsCommunicationPowerConflictIntergroup behavior

Group

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

Sociology

The study of people in relation to their fellow human beings. 2009 Prentice-Hall Inc. All rights reserved.1-*


Four Contributing Disciplines Unit of Analysis:-- Organizational SystemContributions to OB:Organizational cultureOrganizational environment

-- Group

Comparative valuesComparative attitudesCross-cultural analysis

Anthropology

The study of societies to learn about human beings and their activities. 2009 Prentice-Hall Inc. All rights reserved.1-*


Few Absolutes in OBSituational factors that make the main relationship between two variables changee.g., the relationship may hold for one condition but not another. 2009 Prentice-Hall Inc. All rights reserved.1-*

Contingency Variable (Z)Independent Variable (X)Dependent Variable (Y)In American CultureBoss Gives Thumbs Up SignUnderstood as ComplimentingIn Iranian or Australian CulturesBoss Gives Thumbs Up SignUnderstood as Insulting - Up Yours


Challenges and Opportunities for OBResponding to GlobalizationManaging Workforce DiversityImproving Quality and ProductivityImproving Customer ServiceImproving People SkillsStimulating Innovation and ChangeCoping with TemporarinessWorking in Networked OrganizationsHelping Employees Balance Work-Life ConflictsCreating a Positive Work EnvironmentImproving Ethical Behavior



Challenges and Opportunities for OBResponding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesCoping with anti-capitalism backlashOverseeing movement of jobs to countries with low-cost laborManaging people during the war on terrorManaging Workforce Diversity The people in organizations are becoming more heterogeneous demographically (disability, gender, age, national origin, non-Christian, race, and domestic partners) Exhibit 1-4Embracing diversityChanging U.S. demographicsManagement philosophy changesRecognizing and responding to differences



Developing an OB ModelA model is an abstraction of reality: a simplified representation of some real-world phenomenon.Our OB model has three levels of analysis:Each level is constructed on the prior levelIndividualGroupOrganizational Systems(Exhibit 1-5)



Types of Study VariablesIndependent (X)The presumed cause of the change in the dependent variable (Y).This is the variable that OB researchers manipulate to observe the changes in Y.

Dependent (Y)This is the response to X (the independent variable).It is what the OB researchers want to predict or explain. The interesting variable!

X Y Predictive Ability 2009 Prentice-Hall Inc. All rights reserved.1-*


Interesting OB Dependent VariablesProductivityTransforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).AbsenteeismFailure to report to work a huge cost to employers.TurnoverVoluntary and involuntary permanent withdrawal from an organization.Deviant Workplace BehaviorVoluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.



More Interesting OB Dependent VariablesOrganizational Citizenship Behavior (OCB)Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization.Job SatisfactionA general attitude (not a behavior) toward ones job; a positive feeling about one's job resulting from an evaluation of its characteristics.



The Independent VariablesThe independent variable (X) can be at any of these three levels in this model:IndividualBiographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making.GroupCommunication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams.Organization SystemOrganizational culture, human resource policies and practices, and organizational structure and design.



OB ModelSee Exhibit 1-6 in the text.

This three-part section contains the Independent Variables (X) in ascending levels: individual, group, and organizational system.This section contains the Dependent Variables (Y) 2009 Prentice-Hall Inc. All rights reserved.1-*


Summary and Managerial ImplicationsManagers need to develop their interpersonal skills to be effective.OB focuses on how to improve factors that make organizations more effective.The best predictions of behavior are made from a combination of systematic study and intuition.Situational variables moderate cause-and-effect relationships which is why OB theories are contingent.There are many OB challenges and opportunities for managers today.The textbook is based on the contingent OB model.



ob13_01

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