mg+640+fall+07+class+1+powerpoints

8/8/2019 MG+640+Fall+07+Class+1+Powerpoints

1/43

MG 640MG 640

Organizational BehaviorOrganizational Behavior

Intro & Chapter 1Intro & Chapter 1


2/43

Trowbridge PhilosophyTrowbridge Philosophy

Trowbridge RoleTrowbridge Role KnowledgeKnowledge

EnthusiasmEnthusiasm

LeadershipLeadership CoachingCoaching

Fun & Entertaining =Fun & Entertaining =

Students RoleStudents Role AttentivenessAttentiveness

DiligenceDiligence

ParticipationParticipation PerformancePerformance

Future Career SuccessFuture Career Success


3/43

Method of InstructionMethod of Instruction

OverviewOverview Class OutlineClass Outline

Class Learning ObjectivesClass Learning Objectives LectureLecture

Background & InformationBackground & Information Example or practiceExample or practice In class Activity and/or VideoIn class Activity and/or Video

Discussion Case or QuestionsDiscussion Case or Questions


4/43

MG 640MG 640

Class ScheduleClass Schedule

See: bschool.alcorn.eduSee: bschool.alcorn.edu

Go to DocushareGo to Docushare Click on coursesClick on courses

Click on FL 07Click on FL 07

Click on ManagementClick on Management Click on MG 640Click on MG 640


5/43

Five Sections of InstructionFive Sections of Instruction

IntroductionIntroduction

The IndividualThe Individual

The GroupThe Group

The Organization SystemThe Organization System

Organization DynamicsOrganization Dynamics


6/43

ChapterONE

What is

OrganizationalBehavior?


7/43

After studying this chapter, you shbe able to:

1. Describe what managers do.2. Define organizational behavior (OB).

3. Explain the value of the systematic study

of 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.

LE

A

R

N

ING

O

B

JEC

TIV

ES


8/43

What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of othersto attain goals

Managerial Activities

Make decisions

Allocate resources

Direct activities of othersto attain goals

Managers (oradministrators)Individuals who achieve goals through otherpeople.


9/43

Where Managers Work

OrganizationA consciously coordinated socialunit, composed of two or morepeople, that functions on a

relatively continuous basis toachieve a common goal or set ofgoals.


10/43

Management Functions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

ManagementManagement

FunctionsFunctions


11/43

Management Functions (contd)

PlanningA process that includes defininggoals, establishing strategy, anddeveloping plans to coordinate

activities.


12/43


OrganizingDetermining what tasks are to bedone, who is to do them, how thetasks are to be grouped, who reports

to whom, and where decisions are tobe made.


13/43


LeadingA function that includes motivatingemployees, directing others,selecting the most effective

communication channels, andresolving conflicts.


14/43


ControllingMonitoring activities to ensure they arebeing accomplished as planned andcorrecting any significant deviations.


15/43

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.


16/43

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.


17/43


18/43

Management Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skills

The ability to work with,understand, and motivate otherpeople, both individually and ingroups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.


19/43

Effective Versus Successful Managerial

Activities (Luthans)

1. Traditional management

Decision making, planning, and controlling

1. Communication

Exchanging routine information and processingpaperwork

1. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

1. Networking

Socializing, politicking, and interacting with others

1. Traditional management

Decision making, planning, and controlling

1. Communication

Exchanging routine information and processingpaperwork

1. Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

1. Networking

Socializing, politicking, and interacting with others


20/43

Allocation of Activities by Time


21/43

Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigatesthe impact that individuals, groups,

and structure have on behaviorwithin organizations, for the

purpose of applying suchknowledge toward improving an

organizations effectiveness.


22/43

Complementing Intuition with

Systematic Study

Systematic study

Looking at relationships, attempting to

attribute causes and effects, and drawingconclusions based on scientific evidence.

Provides a means to predict behaviors.

IntuitionGut feelings about why I do what I do andwhat makes others tick.


23/43


24/43

Contributing Disciplines toContributing Disciplines to

the OB Fieldthe OB Field

E X H I B I T 13 (contd)

PsychologyThe science that seeks to measure, explain, and sometimeschange the behavior of humans and other animals.

C ib i i i liC t ib ti Di i li t


25/43


the OB Field (contd)the OB Field (contd)


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


26/43




Social PsychologyAn area within psychology that blends concepts frompsychology and sociology and that focuses on theinfluence of people on one another.


27/43




AnthropologyThe study of societies to learn about human beingsand their activities.


28/43

There Are Few Absolutes inThere Are Few Absolutes in

OBOB

x y

Contingency variables: "ItDepends!!!"

Situational factors that make the mainrelationship between two variableschange---e.g., the relationship may holdfor one condition but not another.

Country 1

x yCountry 2

May be related to

May NOT be related to

In

In


29/43

Challenges and OpportunitiesChallenges and Opportunities

for OBfor OB

Responding to GlobalizationResponding to Globalization Increased foreign assignmentsIncreased foreign assignments

Working with people from different culturesWorking with people from different cultures

Coping with anti-capitalism backlashCoping with anti-capitalism backlash

Overseeing movement of jobs to countries with low-cost laborOverseeing movement of jobs to countries with low-cost labor Managing people during the war on terror.Managing people during the war on terror.

Managing Workforce DiversityManaging Workforce Diversity Embracing diversityEmbracing diversity

Changing U.S. demographicsChanging U.S. demographics

Implications for managersImplications for managers Recognizing and responding to differencesRecognizing and responding to differences


30/43

DomesticDomestic

PartnersPartners

Major Workforce DiversityMajor Workforce Diversity

CategoriesCategories

RaceRaceNon-ChristianNon-Christian

NationalNational

OriginOrigin

AgeAge

DisabilityDisability

E X H I B I T 14

GenderGender


31/43

Challenges and OpportunitiesChallenges and Opportunities

for OB (contd)for OB (contd)

Improving Quality and ProductivityImproving Quality and Productivity Quality management (QM)Quality management (QM) Process reengineeringProcess reengineering

Responding to the Labor ShortageResponding to the Labor Shortage Changing work force demographicsChanging work force demographics Fewer skilled laborersFewer skilled laborers Early retirements and older workersEarly retirements and older workers

Improving Customer ServiceImproving Customer Service Increased expectation of service qualityIncreased expectation of service quality Customer-responsive culturesCustomer-responsive cultures


32/43

What Is QualityWhat Is Quality

Management?Management?

1.1. Intense focus on the customer.Intense focus on the customer.

2.2. Concern for continuous improvement.Concern for continuous improvement.

3.3. Improvement in the quality of everythingImprovement in the quality of everythingthe organization does.the organization does.

4.4. Accurate measurement.Accurate measurement.

5.5. Empowerment of employees.Empowerment of employees.

E X H I B I T 16


33/43

Opportunity for OBOpportunity for OB

(contd)(contd)

Improving People SkillsImproving People Skills Empowering PeopleEmpowering People

Stimulating Innovation and ChangeStimulating Innovation and Change

Coping with TemporarinessCoping with Temporariness

Working in Networked OrganizationsWorking in Networked Organizations Helping Employees Balance Work/Life ConflictsHelping Employees Balance Work/Life Conflicts

Improving Ethical BehaviorImproving Ethical Behavior

Managing People during the War on TerrorismManaging People during the War on Terrorism


34/43

A Downside to Empowerment?


35/43

Basic OB Model, Stage IBasic OB Model, Stage I

E X H I B I T 1-6

ModelAn abstraction of reality.A simplifiedrepresentation of some

real-world phenomenon.


36/43

The Dependent VariablesThe Dependent Variables

x

y

Dependent variableA response that is affected by an independentvariable (what organizational behavior researcherstry to understand).



37/43

The Dependent VariablesThe Dependent Variables(contd)(contd)

ProductivityA performance measure thatincludes effectiveness andefficiency.

EffectivenessAchievement ofgoals.Efficiency

Meeting goals at a low

cost.

Th D d t V i blTh D d t V i bl


38/43


(contd)(contd)

Absenteeism

The failure to report towork.

Turnover

The voluntary and

involuntary permanentwithdrawal from anorganization.


39/43


(contd)(contd)

Deviant Workplace BehaviorVoluntary behavior that violatessignificant organizational norms

and thereby threatens the well-being of the organizationand/or any of its members.



40/43

The Dependent VariablesThe Dependent Variables(contd)(contd)

Organizational citizenshipbehavior (OCB)

Discretionary behavior that isnot part of an employees

formal job requirements, butthat nevertheless promotes theeffective functioning of theorganization.


41/43


(contd)(contd)Job satisfactionA general attitude (not a behavior) toward ones

job; a positive feeling of one's job resulting froman evaluation of its characteristics.


42/43

The Independent VariablesThe Independent Variables

IndependentIndependent

Variables Can BeVariables Can Be

Individual-LevelIndividual-LevelVariablesVariables

OrganizationOrganization

System-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Independent variable

The presumed cause of some change in thedependent variable; major determinants of adependent variable.


43/43

Basic OB

Model,

Stage II

E X H I B I T 1-7

mg+640+fall+07+class+1+powerpoints

Documents