OB11 chapter 1 WHat is organizational behavior

Management Functions cont’d Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities... Management Functions cont’d Leading A

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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

stephen p robbins

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:

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.

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After studying this chapter,

you should be able to:

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

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Managers (or administrators)

Individuals who achieve goals through other people

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Where Managers Work

Organization

A consciously coordinated social unit,

composed of two or more people, that

functions on a relatively continuous basis

to achieve a common goal or set of

goals

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Management Functions

Management Functions

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Management Functions (cont’d)

Planning

A process that includes defining goals,

establishing strategy, and developing

plans to coordinate activities

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Organizing

Determining what tasks are to be done,

who is to do them, how the tasks are to

be grouped, who reports to whom, and

where decisions are to be made

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Leading

A function that includes motivating

employees, directing others, selecting

the most effective communication

channels, and resolving conflicts

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Controlling

Monitoring activities to ensure they are being

accomplished as planned and correcting any

significant deviations

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Mintzberg’s Managerial Roles

E X H I B I T 1–1

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Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

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Mintzberg’s Managerial Roles (cont’d)

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The ability to work with, understand,

and motivate other people, both

individually and in groups.

Conceptual Skills

The mental ability to analyze and

diagnose complex situations.

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Effective Versus Successful Managerial

3 Human resource management

• Motivating, disciplining, managing conflict, staffing,

3 Human resource management

• Motivating, disciplining, managing conflict, staffing,

and training

4 Networking

• Socializing, politicking, and interacting with others

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Allocation of Activities by Time

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

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Enter 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

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Replacing Intuition with Systematic Study

Systematic study

Looking at relationships, attempting to attribute

causes and effects, and drawing conclusions based

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Replacing Intuition with Systematic Study

The Facts Preconceived

Notions ≠

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Toward an OB Discipline

E X H I B I T 1–3

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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.

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Political Science

The study of the behavior of individuals and groups

within a political environment

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by the New Yorker Magazine Reprinted by permission.

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There Are Few Absolutes in OB

Contingency Variables

Contingency variables

Situational factors: variables that moderate

the relationship between two or more other

variables and improve the correlation

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Challenges and Opportunities for OB

 Responding to Globalization

low-cost labor

 Managing Workforce Diversity

• Recognizing and responding to differences

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Domestic Partners

Major Workforce Diversity Categories

Race

Race Non-Christian

Non-Christian

National Origin

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Challenges and Opportunities for OB (cont’d)

 Improving Quality and Productivity

 Responding to the Labor Shortage

 Improving Customer Service

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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

E X H I B I T 1–6

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Improving Quality and Productivity

 Quality management (QM)

through the continuous improvement of all

organizational processes.

become more involved in workplace decisions.

 Process reengineering

and their organization structured if they were starting over.

reengineering involves evaluating every process in

terms of its contribution.

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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

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The Dependent Variables

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The Dependent Variables (cont’d)

Productivity

A performance measure that includes

effectiveness and efficiency

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organization

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Organizational citizenship

behavior (OCB)

Discretionary behavior that is not

part of an employee’s formal job

requirements, but that nevertheless

promotes the effective functioning

of the organization

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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

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The Independent Variables

Independent Variables

Organization System-Level Variables

Group-Level Variables

Independent variable

The presumed cause of some change in the dependent variable

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Basic OB Model, Stage II

E X H I B I T 1–8

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