ob11_01st what is organizational behavior

8/10/2019 OB11_01st What is Organizational Behavior

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2005 Prentice Hall Inc. All rights reserved. 11


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ORGANIZATIONAL BEHAVIORS 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 N

W 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.

PowerPoint Presentationby Charlie Cook

What Is OrganizationalBehavior

Chapter One


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Characteristics for understanding Management

1. Management is purposeful.2. Management makes things happen.

3. Management is an activity, not a person or group

of persons.

4. Management is accomplished by, with andthrough efforts of others.

5. Management is intangible.

6. Management is aided not replaced by thecomputer.

7. Management has an outstanding impact on

human life.


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Characteristics of the New Manager (Fulmer 1989)

1. An orientation towards people2. A concern with implementation

3. Competitive spirit

4. An external perspective5. An orientation towards systems.

(Information based system)

6. Pragmatism, flexibility and ability to deal

with an ambiguity.

7. An orientation towards the future.


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What Managers Do? (Stoner 1982)

1. Managers work with and through other people.2. Managers act as channels of communication.

3. Managers are responsible and accountable.

4. Managers balance competing goals and set priorities.

5. Managers must think analytically and conceptually.6. Managers are mediators.

7. Managers are politicians.

8. Managers should develop other political skills.

9. Managers are diplomats.

10. Managers make difficult decisions.

A Manager is what manager does.


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managers (or administ rators )Individuals who achieve goals through other people.


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Where Managers Work

Organization

A consciously coordinated social unit, composed oftwo or more people, that functions on a relativelycontinuous basis to achieve a common goal or set of

goals.


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Management Functions

PlanningA process that includes defining goals, establishing strategy, anddeveloping plans to coordinate activities.

Organizing

Determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisionsare to be made.

Leading

A function that includes motivating employees, directing others,

selecting the most effective communication channels, and resolvingconflicts.

Controlling

Monitoring activities to ensure they are being accomplished asplanned and correcting any significant deviations.


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Management Skills

Technical skillsThe ability to apply specialized knowledge or expertise.

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

Conceptual SkillsThe mental ability to analyze and diagnose 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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Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigates the impact thatindividuals, groups, and structure have on behaviorwithin organizations, for the purpose of applying such

knowledge toward improving an organizationseffectiveness.


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Replacing Intuition with Systematic Study

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

Provides a means to predict behaviors.

IntuitionA feeling not necessarily supported by research.


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Contributing Disciplines to the OB Field

PsychologyThe science that seeks to measure, explain, and sometimes changethe behavior of humans and other animals.

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

Social PsychologyAn area within psychology that blends concepts from psychology andsociology and that focuses on the influence of people on one another.

Anthropology

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

Political Science

The study of the behavior of individuals and groups within apolitical environment.


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There Are Few Absolutes in OB

Contingency variablesSituational factors: variables that moderate therelationship between two or more other variables andimprove the correlation.


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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 Workforce Diversity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizing and responding to differences


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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 everything

the organization does.

4. Accurate measurement.

5. Empowerment of employees.


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Improving Quality and Productivity

Quality management (QM)

The constant attainment of customer satisfactionthrough the continuous improvement of allorganizational processes.

Requires employees to rethink what they do and

become more involved in workplace decisions.

Process reengineering

Asks managers to reconsider how work would be doneand their organization structured if they were starting

over. Instead of making incremental changes in processes,

reengineering involves evaluating every process interms of its contribution.


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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


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Basic OB Model, Stage I

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.


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The Dependent Variables (contd)

AbsenteeismThe failure to report to work.

Turnover

The voluntary and involuntary permanent withdrawalfrom an organization.

Organizational citizenship behavior (OCB)

Discretionary behavior that is not part of anemployees formal job requirements, but thatnevertheless promotes the effective functioning of theorganization.


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The Dependent Variables (contd)

Job satisfactionA general attitude toward ones job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.


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The Independent Variables

IndependentVariables

Individual-Level

Variables

Organization

System-Level

Variables

Group-Level

Variables

Independent variableThe presumed cause of some change in the dependentvariable.

ob11_01st what is organizational behavior

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