Introduction to organizational behavior

A way to understand One's organization

Topics which we have learned

The organizational theoriesModern organizational designsThe organizational cultureCreating and maintain a cultureThe meaning of personality The role of heredity an the brainThe perception processSocial perceptionWork related attitudeStress and conflict

organization

What is an organizational behavior?

According to Luthans “OB is directly concerned with the understanding, predicting and controlling of human behavior in organizations.”

What is an organizational behavior?

 Stephen P RobinsA systematic study and application of knowledge about how individuals and groups act with in the organization where they work

Organizational behavior chart

Importance of OB1. It provides a road map to our lives in

organization.2. It uses scientific research to help

understand and predict organization life.3. OB help us influence organizational event.4. It help us to understand himself and others

better.5. It helps to understand the basis of

motivation.

Fundamental concepts of organizational behavior?

The nature of people Individual difference A whole person

Motivated behaviorValue of the person

The nature of organization

social system Mutual interest

Characteristics of OB  

Large Size It employ Hundreds and thousands of employees.Human Resources Complexity It involves huge investment and complicated technology, their management and operation is a complex affair.Co-ordination Pattern Behavior There is a system of working in all organization like hierarchical levels, a chain of command, rules and procedures. Discipline Dynamic Organization behavior is dynamic rather than static. It essence is reflected in change in behavior of individuals in organization

THE CHALLENGES FACING MANAGEMENT

ChallengesChallenges at the Individual Level

Job SatisfactionEmpowermentBehaving Ethically

Challenges at the Group LevelWorking With OthersWorkforce Diversity

RESEARCH METHODOLOGY TO DETERMINE VALID

EVIDENCEAn evidence-based approach to organizational behavior depends on rigorous researchmethodology. Accumulating valid evidence of why people behave the way they do is a verydelicate and complex process. In fact, the problems are so great that many scholars, chieflyfrom the physical and engineering sciences, argue that there can be no precise science ofbehavior. They maintain that humans cannot be treated like chemical or physical elements;they cannot be effectively controlled or manipulated.

The Overall Scientific Perspective

Behavioral scientists in general and organizational behavior researchers in particular striveto attain the following hallmarks of any science:1. The overall purposes are understanding/explanation, prediction, and control.2. The definition are precise and operational.3. The measures are reliable and valid.4. The methods are systematic.5. The results are cumulative.

FIGURE 1.1Simple RelationshipsAmong Problems,Methodology, andValid Evidence.

The Validity of StudiesThe value of any evidence is dependent on its validity. In particular, research results musthave both internal validityexternal validity

external validity

External validity, which is concerned with the generalizability of the results obtained. In order for a study to have external validity, the results must be applicable to a wide range of people and situations.

internal validityA study has internal validity if there are no plausible alter-native explanations of the reported results other than those reported. The threats to internalvalidity include uncontrolled intervening events that occur between the time the pre-experiment measurement is taken and the time the postexperiment measurement is taken or doesA cause B, or does B cause A, a problem with correlational studies.

FIGURE 1.2The Relationship Organizational Behavior to Other Closely Related Disciplines.

THEORETICAL FOUNDATION FOR ORGANIZATIONAL BEHAVIOR

Cognitive FrameworkBehavioristic FrameworkSocial Cognitive Framework

Cognitive Framework

The cognitive approach has been accused of being mentalistic, and the behavioristic approach has been accused of being deterministic.Cognitive theorists argue that the S-Rmodel, and to a lesser degree the R-S model, is much too mechanistic an explanation ofhuman behavior.

The Basic Human Capabilities According to Bandura’s Social Cognitive Theory (SCT).

Behavioristic FrameworkThese pioneering behaviorists stressed the importance of dealingwith observable behaviors instead of the elusive mind that had preoccupied earlier psychologists. They used classical conditioning experiments to formulate the stimulus-response (S-R) explanation of human behavior.Both Pavlov and Watson felt that behavior could be best understood in terms of S-R. A stimulus elicits a response. They concentrated mainly on the impact of the stimulus and felt that learning occurred when the S-R connection was made.

Social Cognitive Framework

Social learning takes the position that behavior can best be explained in terms of a continuous reciprocal interaction among cognitive, behavioral, and environmental determinants. The person and the environmental situation do not function as independent units but, in conjunction with the behavior itself, reciprocally interact to determine behavior. Bandura explains that “it is largely through their actions that people produce the environmental conditions that affect their behavior in a reciprocal fashion. The experiences generated by behavior also partly determine what a person becomes and can do, which, in turn, affects subsequent behavior.

A Conceptual Model for the Study of Organizational Behavior: An Evidence-Based Approach.Environmental Context 2. Globalization, Diversity, & EthicsOrganizational Context 3. Design & Culture 4. Reward System

SocialCognitiveTheory

Dynamics 8. Communication & Decision Making 9. Stress & Conflict 10. Power & Politics 11. Groups & Teams

12. Behavioral Management13. Leadership Processes 14. Great Leaders

Cognitive Processes5. Personality, Perception, & Attitudes6. Motivational Processes and Application7. Positive Organizational Behavior and Psychological Capital