Chapter 1: What Is Organizational Behavior pdf

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What Is Organizational Behavior

Chapter One

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After studying this chapter, you should be able to:

1 Define organizational behavior (OB).

2 Describe what managers do.

3 Explain the value of the systematic study of OB.

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

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

6 Describe why managers require a knowledge

of OB.

7 Explain the need for a contingency approach

to the study of OB.

8 Identify the three levels of analysis in this book’s OB model.

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Managers (or administrators)

Individuals who achieve goals through other people

Where Managers Work

Organization

A consciously coordinated social unit,composed of two or more people, thatfunctions on a relatively continuous basis

to achieve a common goal or set ofgoals

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Management Functions

Management Functions

Leading Controlling

Management Functions (cont’d)

Planning

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

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Leading

A function that includes motivatingemployees, directing others, selectingthe most effective communicationchannels, and resolving conflicts

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Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations

Mintzberg’s Managerial Roles

E X H I B I T 1–1

by H Mintzberg Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

Mintzberg’s Managerial Roles (cont’d)

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Conceptual Skills

The mental ability to analyze and diagnose complex situations.

Effective Versus Successful Managerial Activities (Luthans)

3 Human resource management

•Motivating, disciplining, managing conflict, staffing, and training

3 Human resource management

•Motivating, disciplining, managing conflict, staffing, and training

4 Networking

•Socializing, politicking, and interacting with others

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E X H I B I T 1–2

Allocation of Activities by Time

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

Enter Organizational Behavior

Organizational behavior (OB)

A field of study thatinvestigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying suchknowledge toward improving

an organization’s effectiveness

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Replacing Intuition with Systematic Study

A feeling not necessarily supported by research

Replacing Intuition with Systematic Study

The Facts Preconceived

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Toward an OB Discipline

E X H I B I T 1–3

Contributing Disciplines to the OB Field

Psychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

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Contributing Disciplines to the OB Field (cont’d)

Sociology

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

Social Psychology

An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

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Anthropology

The study of societies to learn about human beings and their activities.

Political Science

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

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E X H I B I T 1–4

by the New Yorker Magazine.

Reprinted by permission.

There Are Few Absolutes in OB

Contingency Variables

Contingency variables

Situational factors: variables that moderatethe relationship between two or more othervariables and improve 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 cost labor

low- Managing Workforce Diversity

– Embracing diversity

– Changing U.S demographics

– Implications for managers

• Recognizing and responding to differences

Domestic Partners

Major Workforce Diversity Categories

Race Non-Christian

National Origin

National Origin Age

Disability

E X H I B I T 1–5

Gender

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Challenges and Opportunities for OB (cont’d)

 Improving Quality and Productivity

– 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

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.

E X H I B I T 1–6

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Improving Quality and Productivity

 Quality management (QM)

– The constant attainment of customer satisfaction through the continuous improvement of all organizational 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 done and their organization structured if they were starting over.

– Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.

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

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Basic OB Model, Stage I

The Dependent Variables

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The Dependent Variables (cont’d)

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Organizational citizenship behavior (OCB)

Discretionary behavior that is notpart of an employee’s formal jobrequirements, but that neverthelesspromotes the effective functioning

of the organization

Job satisfaction

A general attitude toward one’s job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive

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The Independent Variables

Independent Variables

Individual-Level Variables

Organization System-Level Variables

Group-Level Variables

Basic OB Model, Stage II

E X H I B I T 1–8

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Foundations of Individual Behavior

Chapter 2

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1 Define the key biographical characteristics.

2 Identify two types of ability.

3 Shape the behavior of others.

4 Distinguish between the four schedules of reinforcement.

5 Clarify the role of punishment in learning.

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Ability, Intellect, and Intelligence

Intelligence contains four subparts:

cognitive, social, emotional, and cultural

E X H I B I T 2–1

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Physical Abilities

Physical Abilities

The capacity to do tasksdemanding stamina, dexterity,strength, and similar

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Ability-Job Fit

The Ability-Job Fit

Employee’s Abilities Requirements Job’s Ability

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E X H I B I T 2–3

Source: The Far Side ®

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Theories of Learning (cont’d)

Key Concepts

•Reflexive (unlearned) behavior

•Conditioned (learned) behavior

•Reinforcement

Key Concepts

•Reflexive (unlearned) behavior

•Conditioned (learned) behavior

•Reinforcement

Operant Conditioning

A type of conditioning in which desired voluntarybehavior leads to a reward or prevents a punishment

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Key Concepts

•Reinforcement is required to change behavior.

•Some rewards are more effective than others.

•The timing of reinforcement affects learning speed and permanence.

Key Concepts

•Reinforcement is required to change behavior.

•Some rewards are more effective than others.

•The timing of reinforcement affects learning speed and permanence.

desired behavior occurs.

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Schedules of Reinforcement (cont’d)

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Schedules of Reinforcement (cont’d)

Fixed-ratio

E X H I B I T 2–4

Intermittent Schedules of Reinforcement

E X H I B I T 2–5

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Intermittent Schedules of Reinforcement (cont’d)

Behavior Modification

Five Step Problem-Solving Model

1 Identify critical behaviors

2 Develop baseline data

3 Identify behavioral consequences

4 Develop and apply intervention

5 Evaluate performance improvement

Five Step Problem-Solving Model

1 Identify critical behaviors

2 Develop baseline data

3 Identify behavioral consequences

4 Develop and apply intervention

5 Evaluate performance improvement

OB Mod

The application of reinforcement concepts

to individuals in the work setting

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OB MOD Organizational Applications

 Well Pay versus Sick Pay

– Reduces absenteeism by rewarding attendance, not absence.

 Employee Discipline

– The use of punishment can be counter-productive.

 Developing Training Programs

– OB MOD methods improve training effectiveness.

 Self-management

– Reduces the need for external management control.

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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 r

e l e v e n t h e d i t i o n

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After studying this chapter,

you should be able to:

culture.

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After studying this chapter,

you should be able to:

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Values

Basic convictions that a specific

mode of conduct or end-state of

existence is personally or socially

preferable to an opposite or

converse mode of conduct or

end-state of existence.

Value System

A hierarchy based on a ranking of

an individual’s values in terms of

their intensity.

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Importance of Values

motivation, and behaviors of individuals and

cultures.

preferred over others.

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Types of Values –- Rokeach Value Survey

Terminal Values

Desirable end-states of

existence; the goals that a

person would like to achieve

during his or her lifetime.

Instrumental Values

Preferable modes of behavior

or means of achieving one’s

terminal values.

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Values in

the Rokeach Survey

Values in

the Rokeach Survey

E X H I B I T 3–1

Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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Values in

the Rokeach Survey (cont’d)

Values in

the Rokeach Survey (cont’d)

Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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Mean Value Rankings of Executives, Union Members, and Activists

E X H I B I T 3–2

Source: Based on W C Frederick and J Weber, “The Values of

Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W C Frederick and L E Preston (eds.)

Business Ethics: Research Issues and Empirical Studies (Greenwich,

CT: JAI Press, 1990), pp 123–44.

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Dominant Work Values in Today’s Workforce

E X H I B I T 3–3

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Values, Loyalty, and Ethical Behavior

Ethical Climate in the Organization

Ethical Values and Behaviors of Leaders

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Hofstede’s Framework for Assessing Cultures

Power Distance

The extent to which a society accepts that

power in institutions and organizations is

distributed unequally.

low distance: relatively equal distribution

high distance: extremely unequal distribution

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Hofstede’s Framework (cont’d)

Individualism

The degree to which

people prefer to act as

individuals rather than

a member of groups.

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Achievement

The extent to which societal

values are characterized by

assertiveness, materialism and

competition.

Nurturing

The extent to which societal

values emphasize relationships

and concern for others.

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Uncertainty Avoidance

The extent to which a society feels threatened by

uncertain and ambiguous situations and tries to

avoid them.

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Long-term Orientation

A national culture attribute

that emphasizes the future,

thrift, and persistence.

Short-term Orientation

A national culture attribute that

emphasizes the past and

present, respect for tradition,

and fulfilling social obligations.

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The GLOBE

Framework

for Assessing

Cultures

The GLOBE

Framework

for Assessing

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Types of Attitudes

Job Involvement

Identifying with the job, actively participating in it,

and considering performance important to self-worth.

Organizational Commitment

Identifying with a particular organization and its

goals, and wishing to maintain membership in the

organization.

Job Satisfaction

A collection of positive and/or negative feelings that

an individual holds toward his or her job.

Tiêu đề	What Is Organizational Behavior
Tác giả	Stephen P. Robbins
Người hướng dẫn	Charlie Cook
Trường học	Prentice Hall Inc.
Chuyên ngành	Organizational Behavior
Thể loại	lecture notes
Năm xuất bản	2005
Thành phố	Unknown

Định dạng
Số trang	172
Dung lượng	7,65 MB