1. organizational behavior - an introduction

ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

What Is Organizational Behavior

Chapter OneChapter One

© 2005 Prentice Hall Inc. All rights reserved. 1–2

After studying this chapter,you should be able to:After studying this chapter,you should be able to:

1. Difference between OB and three other closely-related disciplines (OT, OD, & HRM)

2. Define organizational behavior (OB).

3. List the major challenges and opportunities for managers to use OB concepts.

4. Henry Mintzberg’s Managerial Roles (recap)

5. Identify the contributions made by major behavioral science disciplines to OB.

6. Describe why managers require a knowledge of OB.

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After studying this chapter,you should be able to:After studying this chapter,you should be able to:

7. Explain the need for a contingency approach to the study of OB.

8. Organization Citizenship Behavior (OCB)

9. Identify the three levels of analysis in OB model.

10.Employee Engagement & Organizational Commitment

11.Literature review of the types of organizational commitment

12.APA referencing format (additional knowledge)

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OB & 3 other closely-related disciplinesOB & 3 other closely-related disciplines

© 2005 Prentice Hall Inc. All rights reserved. 1–404/07/234

OTOrganization

Theory

OBOrganizational

Behavior

ODOrganization Development

HRMHuman Resource

Management

Theoretical

Applied

MicroMacro

1–5

Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

E X H I B I T 1–1E X H I B I T 1–1Source: Adapted from The Nature of Managerial Work by H.

Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.


Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)E X H I B I T 1–1 (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.


Management SkillsManagement Skills

Technical skillsThe ability to apply specialized knowledge or expertise.

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

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.

Effective Versus Successful Managerial

Activities

(acc. to Dr Fred Luthans)

Effective Versus Successful Managerial

Activities

(acc. to Dr Fred Luthans)



Effective Versus Successful Managerial Activities (Dr Fred Luthans)

Effective Versus Successful Managerial Activities (Dr Fred 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

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

1–11

E X H I B I T 1–2E X H I B I T 1–2

Allocation of Activities by TimeAllocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).


Enter Organizational BehaviorEnter Organizational Behavior

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.


Replacing Intuition with Systematic StudyReplacing Intuition with Systematic Study

Systematic study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

Provides a means to predict behaviors.

Intuition

A feeling not necessarily supported by research.


Replacing Intuition with Systematic StudyReplacing Intuition with Systematic Study

TheFacts

PreconceivedNotions* ≠

*Notion: a general understanding; vague or imperfect conception or idea of something. Examples: a notion of how something should be done; his notion of democracy; She had a notion to swim in the winter.


Toward an OB DisciplineToward an OB DisciplineToward an OB DisciplineToward an OB Discipline


1–17

Contingency Theory

Contingency means that one thing depends on other things, and for organizations to be

effective, there must be a “Goodness of Fit” between their structure and the conditions

in their external environment. What works in one setting may not work in another

setting. There is not one best way. Contingency Theory means “it depends”.

Today, almost all organizations operate in highly uncertain environments. Thus, we are

involved in a significant period of transition, in which the dominant paradigm of

organization theory and design (OTD) is changing as dramatically as it was changed

with the dawning (mean: emergence) of the Industrial Revolution.

Goodness of Fit: Degree of assurance or confidence to which the results of a sample

survey or test can be relied upon for making dependable projections. Described as the

degree of linear correlation of variables, it is computed with the statistical methods such

as ‘chi square test’ or ‘coefficient of determination’.


There Are Few Absolutes in OBThere Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

Contingency variables

Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation.


Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)

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


Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)

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


Basic OB Model, Stage IBasic OB Model, Stage I


Model

An abstraction of reality.A simplified representation of some real-world phenomenon.


The Dependent VariablesThe Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.


The Dependent Variables (cont’d)The Dependent Variables (cont’d)

ProductivityA performance measure that includes effectiveness and efficiency.

EffectivenessAchievement of goals.EfficiencyThe ratio of effective output to the input required to achieve it.



Absenteeism

The failure to report to work.

Employees Turnover

The voluntary and involuntary permanent withdrawal from an organization.



Organizational Citizenship Behaviours (OCB)

Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.

OCB (continued…)OCB (continued…)

1–26

OCBs refer to individual behaviors that are beneficial to the organization and are discretionary, not directly or explicitly recognized by the formal reward system.

These behaviors are rather a matter of personal choice, such that their omission are not generally understood as punishable.

OCBs are thought to have an important impact on the effectiveness and efficiency of work teams and organizations, therefore contributing to the overall productivity of the organization.

OCBs are often considered a subset of contextual performance.



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.


The Independent VariablesThe Independent Variables

IndependentIndependentVariablesVariables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Group-LevelGroup-LevelVariablesVariables

Independent variable

The presumed cause of some change in the dependent variable.


Basic OB Model, Stage II

Basic OB Model, Stage II


Organizational CommitmentOrganizational Commitment


Organizational Commitment (The strength of an individual’s identification with an organization)

Organizational Commitment (The strength of an individual’s identification with an organization)

Affective Affective CommitmentCommitment

(individual intends to (individual intends to remain in the remain in the organization)organization)

Affective Affective CommitmentCommitment

(individual intends to (individual intends to remain in the remain in the organization)organization)

Normative Normative CommitmentCommitment

(individual’s (individual’s perceived obligation perceived obligation

to remain with an to remain with an organization)organization)

Normative Normative CommitmentCommitment

(individual’s (individual’s perceived obligation perceived obligation

to remain with an to remain with an organization)organization)

Continuance Continuance CommitmentCommitment

(individual cannot (individual cannot afford to leave the afford to leave the

organization)organization)

Continuance Continuance CommitmentCommitment

(individual cannot (individual cannot afford to leave the afford to leave the

organization)organization)

Three types based on the fact that

Employee Engagement & Organizational Commitment Employee Engagement & Organizational Commitment

1–31

Not inclined to put a lot of Not inclined to put a lot of effort into the work and has effort into the work and has no interest in the no interest in the organization o desire to organization o desire to stay therestay there

Not inclined to put a lot of Not inclined to put a lot of effort into the work and has effort into the work and has no interest in the no interest in the organization o desire to organization o desire to stay therestay there

Fully identified with the Fully identified with the organization and proud to organization and proud to go on working there but not go on working there but not prepared to go the extra prepared to go the extra mile in the job.mile in the job.

Fully identified with the Fully identified with the organization and proud to organization and proud to go on working there but not go on working there but not prepared to go the extra prepared to go the extra mile in the job.mile in the job.

Excited about the job and Excited about the job and puts best efforts into doing puts best efforts into doing it but not particularly it but not particularly interested in the interested in the organization except as the organization except as the provider of the opportunity provider of the opportunity to carry out the work. to carry out the work.

Excited about the job and Excited about the job and puts best efforts into doing puts best efforts into doing it but not particularly it but not particularly interested in the interested in the organization except as the organization except as the provider of the opportunity provider of the opportunity to carry out the work. to carry out the work.

Excited about the job and Excited about the job and puts best efforts into doing puts best efforts into doing it. Fully identified with the it. Fully identified with the organization and proud to organization and proud to go working there.go working there.

Excited about the job and Excited about the job and puts best efforts into doing puts best efforts into doing it. Fully identified with the it. Fully identified with the organization and proud to organization and proud to go working there.go working there.

Organizational Commitment

Affective commitment – a literature reviewAffective commitment – a literature review

1–32

For several authors, the term commitment is used to describe an affective

orientation toward the organization. Kanter (1968), for example, defined what she

called "cohesion commitment“ as the attachment of an individual's fund of

affectivity and emotion to the group. Likewise, Buchanan (1974) described

commitment as a partisan, affective attachment to the goals and values, and to

the organization for its own sake, apart from its purely instrumental worth. Porter

and his associates (Mowday, Steers and Porter, 1979; Porter, Crampon and

Smith, 1976; Porter, Steers, Mowday and Boulian, 1974) described commitment

as the relative strength of an individual's identification with and involvement in a

particular organization. It is a "partisan affective attachment to the goals and

values of an organization apart from its instrumental worth" (Popper and Lipshitz,

1992). Employees who are affectively committed to an organization remain with it

because they want to do so (Meyer, Allen and Gellatly, 1990).

Continuance Commitment – a literature review Continuance Commitment – a literature review

1–33

For Stebbins (1970), continuance commitment was the awareness of the impossibility of

choosing a different social identity because of the immense penalties involved in making the

switch. Still others have used the term "calculative" to describe commitment based on a

consideration of the costs and benefits associated with organizational membership that is

unrelated to affect (Etzioni, 1975; Hrebiniak and Alutto, 1972; Stevens, Beyer and Trice,

1978). Finally, Farrell and Rusbult (1981) suggested that commitment is related to the

probability that an employee will leave his job and involves feelings of psychological

attachment which is independent of affect. Meyer and Allen (1991) suggested that recognition

of the costs associated with leaving the organization is a conscious psychological state that is

shaped by environmental conditions (e.g. the existence of side bets) and has implications for

behaviour (e.g. continued employment with the organization). Employees wise primary link to

the organization is based on continuance commitment remain because they need to do so

(ibid).

Normative Commitment – a literature review

Normative Commitment – a literature review

1–34

Finally, a less common, but equally viable, approach has been to view

commitment as an obligation to remain with the organization. Marsh and Mannari

(1977), for example, described the employee with "lifetime commitment" as one

who considers it morally right to stay in the company, regardless of how much

status enhancement or satisfaction the firm gives over the years. In a similar vein,

Wiener (1982) defined commitment as the totality of internalized normative

pressures to act in a way which meets organizational goals and interests and

suggested that individuals exhibit these behaviours solely because they believe it

is the right and moral thing to do. Normative commitment is characterized by

feelings of loyalty to a particular organization resulting from the internalization of

normative pressures on the individual (Popper and Lipshitz,1992). Employees with

a high level of normative commitment feel they ought to remain with the

organization (Meyer and Allen, 1991).

ReferencesReferences


Buchanan, B (1974). "Building organizational commitment: The socialization of managers in work organizations", Administrative Science Quarterly, 19, pp. 533-546.

Etzioni, A (1975). A comparative analysis of complex organizations, New York: Free Press.

Farrel, D and Rusbult, C E (1981). "Exchange variables as predictors of job satisfaction, job commitment and turnover: The impact of rewards, costs, alternatives and investments", Organizational Behavior and Human Performance, 27, pp. 78-95.

Hrebiniak, L G and Alutto, J A (1972). "Personal and role-related factors in the development of organizational commitment". Administrative Science Quarterly, 17, pp. 555-573.

Kanter, R M (1968). "Commitment and social organizations: A study of commitment mechanisms in utopian communities", American Sosciological Review, 33, pp. 499-517.

Marsh, R M and Mannari, H (1977). "Organizational commitment and turnover: A predictive study", Administrative Science Quarterly, 22, pp. 57-75.

Meyer, J P and Allen, N J (1991). "A three-component conceptualization of organizational commitment: Some methodological considerations", Human Resource Management Review, 1, pp. 61-98.

References (continued…)References (continued…)

1–36

Meyer, J P, Allen, N J, and Gellatly, l R (1990). "Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations", Journal of Applied Psychology, 75, pp. 710-720.

Mowday, R T, Steers, R M and Porter, L W (1979). "The measurement of organizational commitment", Journal of Vocational Behavior, 14, pp. 224-247.

Popper, M and Lipshitz, R (1992). "Ask not what your country can do for you: The normative basis of organizational commitment", Journal of Vocational Behavior, 41, pp.1-12.

Porter, L W, Crampton, W J and Smith, F J (1976). "Organizational commitment, managerial turnover". Organizational Behavior and human Performance, 15, pp. 87-98.

Porter, L W, Steers, R M, Mowday, R T and Boulian, P V (1974). "Organizational commitment, job satisfaction and turnover among psychiatric technicians", Journal of Applied Psychology, 59, pp. 603- 609.

Stebbins, R A (1970). "On misunderstanding the concept of commitment: A theoretical clarification", Social Forces, 48, pp. 526-529.

Stevens, J M, Beyer, J M, and Trice, H M (1978). "Assessing personal, role and organizational predictors of managerial commitment", Academy of Management Journal, 21, pp. 380-396.

Wiener, Y (1982). "Commitment in organizations: A normative view", Academy of Management Review, 7, pp. 418-428.

1. organizational behavior - an introduction

Documents

administrative

mintzbergs

dr fred luthans

basic ob model

employee engagement

organizational

human performance

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