bsos lecture 1,2,3

8/7/2019 Bsos Lecture 1,2,3

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o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o r

stephen p. robbins

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


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ORGANIZATIONALBEHAVIORORGANIZATIONALBEHAVIORS 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 S2005 Prentice Hall Inc.All right re erved.2005 Prentice Hall Inc.All right re erved.

PowerPoint Pre entationby Charlie Cook

PowerPoint Pre entationby Charlie Cook

What I OrganizationalBehavior

Chapter OneChapter One


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2005 Prentice Hall Inc. All right re erved. 12

What Managers Do

What Managers Do

Managerial Activitie

Make deci ion

Allocate re ource Direct activitie of other

to attain goal

Manager (oradministrators)

Individuals who achieve goals through other people.


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Where Managers Work

Where Managers Work

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

Management Functions

ManagementManagement

FunctionFunction

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling


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Management Functions (contd)

Management Functions (contd)

Planning

A process that includes defining goals,establishing strategy, and developingplans to coordinate activities.


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Management Functions (contd)Management Functions (contd)

Organizing

Determining what tasks are to be done,who is to do them, how the tasks are tobe 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 anysignificant deviations.


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What is thenature ofmanagerial work?What is thenature ofmanagerial work?

Manager :

Perform jobs that involve directly supporting the

work efforts of others.

Help other people get important things done intimely, high-quality, and satisfying ways.

Assume roles such as coordinator, coach, or team

leader.


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Thenature ofmanagerial work.Thenature ofmanagerial work.

Managers work long hours.

Managers are busy people.

Managers are often interrupted. Managers work mostly with other people.

Managers are communicators.

Managers are problem solvers.


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Thenature ofmanagerial work.Thenature ofmanagerial work.

Manager :

Perform jobs that involve directly supporting the

work efforts of others.

Help other people get important things done in

timely, high-quality, and satisfying ways.

Assume roles such as coordinator, coach, or team

leader.


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Management SkillsManagement Skills

Technical kill

Technical skills arerelativelymore important at entrylevels.

Anability to apply specialized knowledge orexpertise to perform specialized

tasks.

Derives fromknowledge ofexpertisegained fromeducation orexperience.

Proficiencyat using select methods, processes, and procedures to accomplish

tasks.Human kill

The ability to work with, understand, and motivate other people, both individually and in groups.Human skills areconsistently important across allmanageriallevels.

Anability to work well with otherpeople.Emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal

relationships.

Self-awareness.

Capacity forunderstandingand empathizing.

Engages inpersuasivecommunication.

Deals successfully withconflicts.

ConceptualS

killThe mental ability to analyze and diagnose complex situations. Conceptual skills arerelativelymore important at topmanagement levels.Anability to seeand understand how the system works, and how theparts

are interrelated.

Used to: Identifyproblems and opportunities , Gather and

interpret relevant information, Makegood problem-solving

decisions.


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EffectiveVersus Successful Managerial

Activities (Luthans)

EffectiveVersus Successful Managerial

Activities (Luthans)

1. Traditional management

Deci ion making, planning, and controlling

2. Communication Exchanging routine information and proce ing

paperwork

3. Human re ource management

Motivating, di ciplining, managing conflict, taffing,

and training

4. Networking

Socializing, politicking, and interacting with other


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E X H I B I T 12E X H I B I T 12

Allocation ofActivities byTimeAllocation ofActivities byTime

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).


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Chapter1

Organizational BehaviorToday

Chapter1

Organizational BehaviorToday

Study que tion . What is organizational behavior and why is it

important?

How do we learn about organizational behavior?

What are organizations like as work settings? What is the nature of managerial work?

How do ethics influence human behavior inorganizations?


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What is organizationalbehavior

and why is it important?



Organizational behavior. Study of individuals and groups in organizations.

Emphasizes high performance organizations.

Occurs in a global context.

Dimensions of individual and group behavior. Nature of organizations.

Core processes.


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Shifting paradigm of organizational behavior.

Demise of command-and-control.

Emergence of new workplace expectations.

Critical role of information technologies.

Belief in empowerment.

Emphasis on teamwork.

Concern for work-life balance.


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Organizational behavior and diver ity. Workforce diversity is the presence of differences

based on:

Gender.

Raceand ethnicity. Age.


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Organizational behavior and diver ity cont. Valuing diversity is a core OB theme.

Interpersonaland cultural sensitivity.

Glass ceiling effect.

Womenand minorities as managers and executives.

Earnings of womenand minorities.


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EnterOrganizational BehaviorEnterOrganizational Behavior

Organizational behavior

(OB)

A field of study that

investigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such

knowledge toward improvingan organizations effectiveness.


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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study

Sy tematic tudy

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

Provides a means to predict behaviors.

Intuition

A feeling not necessarily supported by research.


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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study

TheFact

PreconceivedNotion


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Toward anOB DisciplineToward anOB DisciplineToward anOB DisciplineToward anOB Discipline



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Contributing Disciplines to theOB FieldContributing Disciplines to theOB Field

E X H I B I T 13 (contd)E X H I B I T 13 (contd)

P ychologyThe science that seeks to measure, explain, and sometimes

change thebehaviorofhumans and otheranimals.


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Contributing Disciplines to theOB Field (contd)Contributing Disciplines to theOB Field (contd)


SociologyThe study ofpeople inrelation to theirfellow humanbeings.


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Social P ychologyAn area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.


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


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Political Science

The study of the behavior of individuals and groupswithin a political environment.


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Challenges and Opportunities forOBChallenges and Opportunities forOB

Re ponding 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 Diver ity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizingand responding to differences


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DomesticDomestic

PartnersPartners

MajorWorkforce Diversity CategoriesMajorWorkforce Diversity Categories

RaceRace

NonNon--ChristianChristian

NationalNational

OriginOrigin

AgeAge

DisabilityDisability


GenderGender


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Challenges and Opportunities forOB (contd)Challenges and Opportunities forOB (contd)

Improving Quality and Productivity Quality management (QM)

Process reengineering

Re ponding to the LaborShortage

Changing work force demographics Fewer skilled laborers

Early retirements and older workers

Improving Cu tomerService

Increased expectation of service quality Customer-responsive cultures


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What Is Quality Management?What Is Quality Management?

1. Inten e focu on the cu tomer.

2. Concern for continuou improvement.

3. Improvement in the quality of everything

the organization doe .

4. Accurate mea urement.

5. Empowerment of employee .



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Challenges and Opportunity forOB (contd)Challenges and Opportunity forOB (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


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BasicOB Model, StageIBasicOB Model, StageI


Model

An abstraction of reality.A simplified representationof some real-worldphenomenon.


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How do ethics influencehumanbehavior in organizations?How do ethics influencehumanbehavior in organizations?

Ethical behavior.

Good and right as opposed to bad orwrong in a particular setting.

Ways of thinking about ethical behavior.

Utilitarian view.

Individualism view. Moralrights view.

Justice view.

How do ethics influencehumanbehavior in

organizations?


organizations?


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Ethical dilemma in the workplace cont.

Rationalizations for unethical behavior:

Pretending thebehavior is not really unethicalor illegal.

Saying thebehavior is really in theorganizations orpersons best interest.

Assuming thebehavior is acceptable if others

dont find out about it. Presuming that superiors will support andprotect you.


organizations?


organizations?


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Organizational ocial re pon ibility.

The obligation of organizations to behave inethical and moral ways as institutions of thebroader society.

Managers should commit organizations to:

Pursuit ofhighproductivity. Corporate socialresponsibility.


organizations?


organizations?

bsos lecture 1,2,3

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