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What Is Organizational

Behavior?

1-0 2009 Prentice-Hall Inc. All rights reserved.

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Chapter Learning Objectives

After studying this chapter you should be able to:o Demonstrate the importance of interpersonal skills in the

workplace.o Describe the managers functions, roles, and skills.o Define organizational behavior (OB).o Show the value to OB of systematic study.o Identify the major behavioral science disciplines that

contribute to OB.o Demonstrate why there are few absolutes in OB.o Identify the challenges and opportunities managers have

in applying OB concepts.o Compare the three levels of analysis in this books OB

model.


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The Importance of Interpersonal Skills

Understanding OB helps determine managereffectivenesso Technical and quantitative skills are importanto But leadership and communication skills are CRITICAL

Organizational benefits of skilled managerso Lower turnover of quality employeeso Higher quality applications for recruitmento Better financial performance


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What Managers Do

They get things done through other people.

Management Activities:o Make decisionso

Allocate resourceso Direct activities of others to attain goals

Work in an organizationo A consciously coordinated social unit composed of two or

more people that functions on a relatively continuousbasis to achieve a common goal or set of goals.


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Management Functions


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Management Functions: Plan

A process that includes defininggoals, establishing strategy, anddeveloping plans to coordinateactivities.As managers advance, they do

this function more often.


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Management Functions: Organize

Determining what tasks are tobe done, who is to do them, howthe tasks are to be grouped, whoreports to whom, and wheredecisions are to be made.


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Management Functions: Lead

A function that includesmotivating employees,directing others, selecting themost effective communicationchannels, and resolvingconflicts.It is about PEOPLE!


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Management Functions: Control

Monitoring performance,comparing actual performancewith previously set goals, andcorrecting any deviation.


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Discovered ten managerial roles

Separated into three groups:

o

Interpersonalo Informationalo Decisional

Mintzbergs Managerial Roles

E X H I B I T 11


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Mintzbergs Managerial Roles:Interpersonal

Source: Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs Managerial Roles:Informational



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Mintzbergs Managerial Roles: Decisional



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Katzs Essential Management Skills

Technical Skillso The ability to apply specialized

knowledge or expertise

Human Skillso The ability to work with, understand,

and motivate other people, bothindividually and in groups

Conceptual Skillso The mental ability to analyze and

diagnose complex situations


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Luthans Study of Managerial Activities

Is there a difference in frequency of managerialactivity between effective and successfulmanagers?

Four types of managerial activity:o Traditional Management

Decision-making, planning, and controlling.o Communication

Exchanging routine information and processing paperworko Human Resource Management

Motivating, disciplining, managing conflict, staffing andtraining.

o Networking Socializing, politicking, and interacting with others.


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Successful vs. Effective Allocation byTime

E X H I B I T 12

Managers who promoted faster (were successful) diddifferent things than did effective managers (those who did

their jobs well)


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Organizational Behavior

A field of study that investigatesthe impact that individuals,groups, and structure have onbehavior within organizations,

for the purpose of applying suchknowledge toward improving anorganizations effectiveness.


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Intuition and Systematic Study

The two are complementary means of predicting

behavior. 1-17 2009 Prentice-Hall Inc. All rights reserved.

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An Outgrowth of Systematic Study

Evidence-Based Management (EBM)Basing managerial decisions on the best availablescientific evidence

Must think like scientists:


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Managers Should Use All ThreeApproaches

The trick is to know when to go with your gut. Jack Welsh

Intuition is often based on inaccurate information

Faddism is prevalent in management Systematic study can be time-consuming

Use evidence as much as possible to inform yourintuition and experience. That is the promise of OB.


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Contributing Disciplines

See E X H I B I T 13 for details

Many behavioral scienceshave contributed to thedevelopment ofOrganizational

Behavior


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Psychology

The science that seeks to measure, explain, andsometimes change the behavior of humans and otheranimals.

Unit of Analysis:o

Individual Contributions to OB:

o Learning, motivation, personality, emotions, perceptiono Training, leadership effectiveness, job satisfactiono Individual decision making, performance appraisal attitude

measuremento Employee selection, work design, and work stress


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Social Psychology

An area within psychology that blends conceptsfrom psychology and sociology and that focuses onthe influence of people on one another.

Unit of Analysis:o

Group Contributions to OB:

o Behavioral changeo Attitude changeo Communicationo

Group processeso Group decision making


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Sociology

Unit of Analysis:

-- Organizational System

Contributions to OB:o Group dynamicso Work teamso Communication

o Powero Conflicto Intergroup behavior

-- Group

Formal organization theory Organizational technology Organizational change

Organizational culture

The study of people in relation to their fellow humanbeings.


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Anthropology

Unit of Analysis:

-- Organizational System

Contributions to OB:o Organizational cultureo Organizational environment

-- Group

Comparative values Comparative attitudes Cross-cultural analysis

The study of societies to learn about human beingsand their activities.


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Few Absolutes in OB

Situational factors that make the main relationshipbetween two variables changee.g., therelationship may hold for one condition but notanother.


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Challenges and Opportunities for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills

Stimulating Innovation and Change Coping with Temporariness Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment

Improving Ethical Behavior


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Responding to Globalization

Increased foreignassignments

Working with people fromdifferent cultures

Coping with anti-

capitalism backlash Overseeing movement of

jobs to countries withlow-cost labor

Managing people during

the war on terror


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Managing Workforce Diversity

The people in organizations are becoming moreheterogeneous demographicallyo Embracing diversityo Changing U.S. demographicso Changing management philosophyo Recognizing and responding to differences

See E X H I B I T 14


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Developing an OB Model

A modelis an abstraction of reality: a simplifiedrepresentation of some real-world phenomenon.

Our OB model has three levels of analysiso Each level is constructed on the prior level

E X H I B I T 15


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Types of Study Variables

Independent (X)

The presumed cause of thechange in the dependentvariable (Y).

This is the variable that OBresearchers manipulate toobserve the changes in Y.

Dependent (Y)

This is the response to X (theindependent variable).

It is what the OB researchers

want to predict or explain. The interestingvariable!


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Interesting OB Dependent Variables

Productivityo Transforming inputs to outputs at lowest cost. Includes

the concepts ofeffectiveness (achievement of goals) andefficiency (meeting goals at a low cost).

Absenteeismo Failure to report to work a huge cost to employers.

Turnovero Voluntary and involuntary permanent withdrawal from an

organization.

Deviant Workplace Behavioro Voluntary behavior that violates significant organizational

norms and thereby threatens the well-being of theorganization and/or any of its members.


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More Interesting OB Dependent Variables

Organizational Citizenship Behavior (OCB)o Discretionary behavior that is not part of an employees

formal job requirements, but that nevertheless promotesthe effective functioning of the organization.

Job Satisfactiono A general attitude (not a behavior) toward ones job; a

positive feeling of one's job resulting from an evaluation ofits characteristics.


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The Independent Variables

The independent variable (X) can be at any of thesethree levels in this model: Individual

o Biographical characteristics, personality and emotions,values and attitudes, ability, perception, motivation,individual learning and individual decision making.

Groupo Communication, group decision making, leadership and

trust, group structure, conflict, power and politics, andwork teams.

Organization Systemo Organizational culture, human resource policies andpractices, and organizational structure and design.


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OB Model

E X H I B I T 16

IndependentVariables (X)

DependentVariables (Y)


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Summary and Managerial Implications

Managers need to develop their interpersonalskills to be effective.

OB focuses on how to improve factors that makeorganizations more effective.

The best predictions of behavior are made from a

combination of systematic study and intuition. Situational variables moderate cause-and-effectrelationships which is why OB theories arecontingent.

There are many OB challenges and opportunities

for managers today. The textbook is based on the contingent OB

model.


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All rights reserved. No part of this publication may bereproduced, stored in a retrieval system, or transmitted, in anyform or by any means, electronic, mechanical, photocopying,

recording, or otherwise, without the prior written permission ofthe publisher. Printed in the United States of America.

Copyright 2009 Pearson Education, Inc.Publishing as Prentice Hall

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MGTPSYC_320_Ch01