o r g a n i z a t i o n a l b e h a v i o re l e v e n t h e d i t i o n

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SE L E V E N T H E D I T I O NW W W . P R E N H A L L . C O M / R O B B I N S

2005 Prentice Hall Inc. All rights reserved.PowerPoint Presentation by Charlie Cook

Chapter OneWhat Is Organizational Behavior

After studying this chapter,you should be able to:Define organizational behavior (OB).Describe what managers do.Explain the value of the systematic study of OB.List the major challenges and opportunities for managers to use OB concepts.Identify the contributions made by major behavioral science disciplines to OB.L E A R N I N G O B J E C T I V E S

After studying this chapter,you should be able to:Describe why managers require a knowledge of OB.Explain the need for a contingency approach to the study of OB.Identify the three levels of analysis in this books OB model.L E A R N I N G O B J E C T I V E S (contd)

What Managers DoManagerial ActivitiesMake decisionsAllocate resourcesDirect activities of others to attain goalsManagers (or administrators)Individuals who achieve goals through other people.

Where Managers WorkOrganizationA 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.

Management FunctionsManagement Functions

Management Functions (contd)PlanningA process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Management Functions (contd)OrganizingDetermining 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.

Management Functions (contd)LeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Management Functions (contd)ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Mintzbergs Managerial RolesE X H I B I T 11Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Mintzbergs Managerial Roles (contd)E X H I B I T 11 (contd)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Mintzbergs Managerial Roles (contd)E X H I B I T 11 (contd)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

Management SkillsTechnical skills The ability to apply specialized knowledge or expertise.Human skills 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.

Effective Versus Successful Managerial Activities (Luthans)Traditional managementDecision making, planning, and controllingCommunicationExchanging routine information and processing paperworkHuman resource managementMotivating, disciplining, managing conflict, staffing, and trainingNetworkingSocializing, politicking, and interacting with others

Allocation of Activities by TimeE X H I B I T 12Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

Enter Organizational BehaviorOrganizational 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 organizations effectiveness.

Replacing Intuition with Systematic StudySystematic studyLooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.Provides a means to predict behaviors.IntuitionA feeling not necessarily supported by research.

Replacing Intuition with Systematic StudyThe FactsPreconceived Notions

Toward an OB DisciplineE X H I B I T 13

Contributing Disciplines to the OB FieldE X H I B I T 13 (contd)Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

Contributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)Sociology The study of people in relation to their fellow human beings.

Contributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

Contributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)Anthropology The study of societies to learn about human beings and their activities.

Contributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)Political Science The study of the behavior of individuals and groups within a political environment.

E X H I B I T 14Source: Drawing by Handelsman in The New Yorker, Copyright 1986 by the New Yorker Magazine. Reprinted by permission.

There Are Few Absolutes in OBContingency VariablesxyContingency variablesSituational factors: variables that moderate the relationship between two or more other variables and improve the correlation.

Challenges and Opportunities for OBResponding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesCoping with anti-capitalism backlashOverseeing movement of jobs to countries with low-cost laborManaging Workforce DiversityEmbracing diversityChanging U.S. demographicsImplications for managersRecognizing and responding to differences

Major Workforce Diversity CategoriesDomestic PartnersRaceNon-ChristianNational OriginAgeDisabilityE X H I B I T 15Gender

Challenges and Opportunities for OB (contd)Improving Quality and ProductivityQuality management (QM)Process reengineeringResponding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workersImproving Customer ServiceIncreased expectation of service qualityCustomer-responsive cultures

What Is Quality Management?Intense focus on the customer.Concern for continuous improvement. Improvement in the quality of everything the organization does.Accurate measurement. Empowerment of employees. E X H I B I T 16

Improving Quality and ProductivityQuality management (QM)The constant attainment of customer satisfaction through the continuous improvement of all organizational processes.Requires employees to rethink what they do and become more involved in workplace decisions.Process reengineeringAsks managers to reconsider how work would be done and their organization structured if they were starting over.Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.

Challenges and Opportunity for OB (contd)Improving People SkillsEmpowering PeopleStimulating Innovation and ChangeCoping with TemporarinessWorking in Networked OrganizationsHelping Employees Balance Work/Life ConflictsImproving Ethical Behavior

Basic OB Model, Stage IE X H I B I T 17ModelAn abstraction of reality. A simplified representation of some real-world phenomenon.

The Dependent VariablesDependent variableA response that is affected by an independent variable.

The Dependent Variables (contd)Productivity A performance measure that includes effectiveness and efficiency.Effectiveness Achievement of goals.Efficiency The ratio of effective output to the input required to achieve it.

The Dependent Variables (contd)AbsenteeismThe failure to report to work.TurnoverThe voluntary and involuntary permanent withdrawal from an organization.

The Dependent Variables (contd)Organizational citizenship behavior (OCB)Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization.

The Dependent Variables (contd)Job satisfactionA general attitude toward ones job, the difference between the amount of reward workers receive and the amount they believe they should receive.

The Independent VariablesIndependent VariablesIndependent variableThe presumed cause of some change in the dependent variable.

Basic OB Model, Stage IIE X H I B I T 18