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

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

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