Organizational behavior lecture notes unit 1 OB

Unit 1 slide textSlide 1 ©Prentice Hall, 2001 Chapter 1 5 Learning Objectives • Define organizational behavior OB • Describe what managers do • Explain the value of studying OB • List th

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Unit 1 slide text

Slide 1

©Prentice Hall, 2001 Chapter 1 5

Learning Objectives

• Define organizational behavior (OB)

• Describe what managers do

• Explain the value of studying OB

• List the challenges and opportunities of

using OB concepts

Explain

Learning Objectives

• Discover how behavioral science has

contributed to the study of OB

• Understand why managers must know

about OB

• Examine the contingency approach to

studying OB

• Identify the three levels of analysis in this

book’s OB model

Explain

Planning Controlling

The Functions

of Management

The following management functions can be used to classify the manager’s job

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Planning means defining an organization’s goals, establishing an overall strategy for

achieving these goals, and developing comprehensive plans to integrate and coordinate activities

Organizing includes determining what tasks must be done, who will do them, how the

tasks will be grouped, who will report to whom, and where decisions will be made

Leading includes motivating and directing employees, and communicating and resolving

conflicts

Controlling means monitoring performance, comparing results and goals, and making

corrections

The Roles of Management

Informational Interpersonal

Decisional

In the 1960s, Henry Mintzberg concluded that managers perform ten roles that can be grouped around three themes: interpersonal relationships, information transfer, and decision making

Managers perform three types of interpersonal roles:

• Figureheads perform ceremonial or symbolic roles.

• Leaders train, motivate, and discipline employees.

• Liaisons contact external information sources

Managers perform three types of informational roles:

• Monitors collect marketplace information from outside sources.

• Disseminators transmit information to organizational members.

• Spokespersons represent their organizations to outsiders.

Managers perform four types of decisional roles:

• Entrepreneurs initiate and oversee new projects to improve organizational

performance

• Disturbance handlers take action to respond to unforeseen problems.

• Resource allocators control human, mechanical, and monetary resources.

• Negotiators bargain with others to gain advantage for their own units.

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The Skills That

Managers Need The Skills That

Managers Need

Technical Conceptual Human

Effective managers must exercise the following three essential skills:

• Technical skills refer to specialized knowledge or expertise.

• Conceptual skills refer to the mental ability to analyze and diagnose

complex situations

• Human skills encompass the ability to work with, understand, and

motivate people, both individually and in groups

Managerial Activities

Traditional

Management

Networking

Communication

Managing Human Resources Human Resources

Fred Luthens and his associates studied over 450 managers and found that they all

engaged in four managerial activities:

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 outsiders

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Levels of OB Analysis

Individuals Groups Structures

Organizational behavior (OB) is a field of study that investigates the impact that

individuals, groups, and structure have on behavior within organizations The purpose of investigating these elements is to apply such knowledge toward improving the

effectiveness of an organization OB includes the core topics of motivation, leader

behavior and power, interpersonal communication, group structure and processes,

learning, attitude development and perception, change processes, conflict, work design, and work stress

Understanding

Organizational Behavior

Individual

Differences

Fundamental Consistencies

Intuition Systematic Study

These need to balance

The Study of Organizational Behavior

Individual

Group

Organization

Study of Organizational Behavior Social Psychology

Political Science

Anthropology

Psychology

Sociology

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Organizational behavior is an applied behavioral science that is built upon contributions from a number of behavioral disciplines

Psychology is the science that seeks to measure, explain, and sometimes change the

behavior of individuals The following areas of psychology have contributed to the knowledge base of OB: learning and personality theorists, counseling psychologists, and industrial and organizational psychologists

Sociology, the study of people in relation to their fellow human beings, has contributed to

OB in the following areas: group dynamics; design of work teams; organizational culture, theory, structure, and technology; and power, communications, and conflict

Social psychology blends concepts from psychology and sociology to focus on how

people influence one another Social psychologists have made significant contributions in the areas of measuring, understanding, and changing attitudes; communication patterns; the ways in which group activities can satisfy individual needs; and group decision-making processes

Anthropology is the study of societies to learn more about human beings and their

activities Much of our current understanding of organizational cultures and

environments, and the differences among national cultures is the result of the work of anthropologists

Political science is the study of the behavior of individuals and groups within a political

environment Specific topics of concern include structuring of conflict, allocation of power, and how people manipulate power for individual self-interest

Responding to

Globalization

Working in

Foreign

Countries

Working with Multicultural Diversity

The global world!

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Managing Workforce Diversity

The Big D

Improving Quality

and Productivity

Total Quality

Management

Corporate Reengineering

The packages

Improving People Skills

Personal Insight

Workplace

Skills

Concepts and Theories

Not necessary

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Empowering

the Workforce

Managers

Are Giving

Up Controls

Workers Are Accepting Responsibility

Discuss by region

Coping with

“Temporariness”

The Nature

of Work Is

Changing

Organizations Are Also Changing

Discuss motivation controversy

Stimulating Innovation

and Change

• Maintaining flexibility

• Improving quality

• Introducing new

products and services

Not necessary

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Overview of the OB Model

Individual Level Group Level Organization Systems Level

Time

Level III

Level II

Level I

Explain

Improving Ethical Behavior

 Provide in-house advisers

 Create protection mechanisms

 Write and distribute codes of ethics

 Give seminars, workshops, & training

In a workplace characterized by cutbacks, intense global competition, and expectations of higher worker productivity, it is not surprising that many employees feel pressured to cut corners, break rules, and engage in other questionable activities So members of

organizations are often faced with ethical dilemmas, in which they must define right and

wrong conduct But ethical behavior is tough to define, especially when employees can find evidence of unethical behavior at all social and organizational levels

Organizations are responding to this problem in a number of ways

1 Writing and distributing codes of ethics to guide employees through ethical

dilemmas

2 Offering seminars, workshops, and training to improve ethical behaviors

3 Providing in-house advisers who can assist with ethical issues

4 Creating protection mechanisms for employees who reveal internal

practices that are unethical

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The Dependent Variables

Productivity

Absenteeism

Job Satisfaction

Organizational

Citizenship

Turnover

Ask question What is dependant variable

Independent Variables

•Biographical Traits

•Personality

•Values & Attitudes

•Ability

•Perception

•Motivation

•Individual Learning

•Decision Making

•Communication

•Other Groups

•Conflict

•Power & Politics

•Group Structure

•Work Teams

•Leadership

•Decision Making

•Culture

•Structure

•Design

•Technology

•Work Processes

•Selection Processes

•Training Programs

•Appraisal Practices

Ask question What is independent variable

Unit 2

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In classical conditioning, an individual responds to some stimulus that would not

ordinarily produce such a response This theory grew out of Pavlov’s experiments to teach dogs to salivate in response to the ringing of a bell When Pavlov gave a dog a piece of meat, the dog would salivate The meat was an unconditioned stimulus; the salivation of the dog was the unconditioned response The bell, on the other hand, was a conditioned stimulus that was originally neutral Pavlov paired the bell with the meat, which caused the dog to associate the sound of the bell with being fed Over time, the sound of the bell alone produced a conditioned response by making the dog salivate Classical conditioning is passive Something happens, and we react in a specific way As such, it can explain simple, reflexive behaviors

In operant conditioning, desired voluntary behavior leads to a reward or stops a

punishment This theory argues that behavior is a function of consequences Operant behavior is learned or voluntary, not reflexive or unlearned B F Skinner argued that creating pleasing consequences to follow specific forms of behavior would increase the frequency of that behavior He said that rewards are most effective if they immediately follow the desired response and that behavior that is not rewarded, or is punished, is less likely to be repeated

Social-learning theory proposes that we can learn through observation and direct

experience This theory is an extension of operant conditioning and assumes that

behavior is a function of its consequences It also acknowledges the role of perception in learning The use of models is central to the social-learning theory, and the following four processes determine how a model will influence an individual: retention, attention, motor reproduction, and reinforcement

Shaping behavior involves systematically reinforcing each successive step that moves an individual closer to the desired response There are four ways in which to shape behavior

1 Positive reinforcement is following a response with something pleasant

2 Negative reinforcement is following a response with the termination or

withdrawal of something that is unpleasant

3 Punishment is causing an unpleasant condition in an attempt to eliminate an

undesirable behavior

4 Extinction is the elimination of any reinforcement that is maintaining

behavior

A continuous reinforcement schedule reinforces the desired behavior every time it is

demonstrated While not every incident of the desired behavior is reinforced in an

intermittent schedule, reinforcement is given often enough to reinforce the behavior An

intermittent reinforcement can be of a ratio or interval type In ratio schedules, the

individual is reinforced after giving a certain number of specific types of behavior

Interval schedules depend upon how much time has passed since the last reinforcement

In fixed-interval types, rewards are spaced at uniform time intervals In variable-interval types, reinforcements are unpredictable In a fixed-ratio schedule, after a fixed number of

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responses are given, a reward is initiated When the reward varies relative to the behavior

of the individual, he or she is on a variable-ratio schedule.

Because continuous reinforcement can lead to early satiation, behavior weakens rapidly when reinforcers are withheld Continuous reinforcers are appropriate for newly emitted, unusual, or low-frequency responses Since intermittent reinforcers preclude early

satiation, they are appropriate for stable or high-frequency responses In general, variable schedules lead to higher performance than fixed schedules

Unit 3

Values represent 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.”

Milton Rokeach created the Rokeach Value Survey (RVS) which consists of two sets of

values: terminal values or desirable end-states of existence and instrumental values,

preferable modes of behavior or means of achieving the terminal values

The following are some examples of terminal values: a world of peace, a sense of

accomplishment, a world of beauty, equality, freedom, and salvation

The following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible

Several studies confirm that RVS values vary among groups People in the same

occupations or categories, such as corporate executives, union members, or community activists, tend to hold similar values The variance in RVS values among such groups is significant because they all have a vested interest in what corporations do

Workers who grew up influenced by the Great Depression, World War II, U.S leadership

in world manufacturing, the Andrews sisters, and the Berlin blockade entered the

workforce from the mid-1940s to the late 1950s They believe in the Protestant work ethic Once hired, they tend to be loyal to an employer They are likely to value family security and a comfortable life

Employees who entered the workforce from the 1960s to the mid-1970s were influenced

by John F Kennedy, the civil rights movement, the Beatles, and the war in Vietnam They brought with them a large measure of the “hippie ethic” and existential philosophy Quality of life is more important to them than money and possessions They value

autonomy, freedom, and equality

Those who entered the workforce from the mid-1970s through the mid-1980s reflect society’s return to more traditional values but with a greater emphasis on achievement and material success They were influenced by Ronald Reagan conservatism, the defense build-up, dual-career households, and $150,000 starter homes As pragmatists, they believe that the ends can justify the means A sense of accomplishment and social

recognition rank high for them

The lives of the members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers They value flexibility, life options, job

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