Organizational Behavior and

Management
(MGT 500-PC)
Lecture 1- Introduction to organizational behavior, management and leadership

Dr Matloub Hussain

matloub.hussain@adu.ac.ae

1
 Course Outline
Week Topic
1 Introduction to organizational behavior, management and leadership

2 Individual differences
3 Perceptions and emotions
4 Motivation
5 Job design, work, and motivation
6 Evaluation, feedback, and rewards
7 Mid-term
8 Power, politics, and empowerment
9 Communication
10 Work behavior
11 Organizational structure, design and management
12 Managing change, innovation, and creativity
13 Project Presentation
14 Presentation and Revision 2
 Elements of Assessment & Weights
Assessment Tool Percent Description

Project 20% You will be assessed individually.

Midterm Exam 30% It will cover all reading materials

mentioned in textbook and lecture.

Participation 10% Attendance and class participation

Final 40% It includes all previously covered topics

and will consist of a variety of question
types (multiple choice, short answer,
identify, fill-in, etc.)

3
 Textbooks and Learning Material
Textbook: Ivancevich J., Konopaske R., and Matteson M. (2005) Organizational
Behavior and Management, 7th ed, McGraw Hill
References: Stephen Robbins, Essentials of Organization Behavior, 7th Ed.,
Prentice Hall, 2003.
 Robbins S. & Coulter M. (2005) Management, 8th Ed Prentice Hall.
 Hellriegel, Jackson & Slocum (2002), Management: A Competency Approach, 9th Ed.
Thomson Learning.
 Daft R. (2000) Management, 5th Ed. Harcourt College Publishers.
 Griffin R. (1996) Management, 5th Ed. Boston: Houghton.
Journals- Journal of Business Ethics
 Journal of Management
 Harvard Business Review
 British Journal of Management
Others: Internet resources

4
 Forces Reshaping the Process of
Management
Power of Human Resources Cultural Diversity

Employer-
Globalization Employee

New Psychological
Rapid Change Contract

Technology
 The Origins of Management
 Early History of Management
Early on, management was a process of trial and error with little or
no theory and virtually no sharing of ideas or practices.

 Industrial Revolution in England

The period between 1700 and 1785 is referred to as the Industrial
Revolution in England.

 Industrialization in the U.S.

A new industrial era begin in the U.S. around the time of the Civil
War (early 1860s).
Managers attempted to better plan, organize, and control the work of
their organizations.
 The Origins of Management
 Scientific Management
 Frederick Taylor(1886) applied scientific methods to jobs in
an attempt to maximize the output of workers.

 Henri Fayol
 Developed the first comprehensive statement of a general
theory of management.
 Defined the functions of management as Forecasting,
planning, organizing, commanding, coordinating, and
controlling.
Fayol’s Contribution to the Field of Management

Management is a separate body of knowledge

that can be applied in any type of organization

A theory of management There is a need for

can be learned and taught teaching management in
colleges
 What is Organizational Behavior
 Definition: The study of human behavior, attitudes, and performance in
organizational setting ; drawing on theory, methods, & principles from
psychology, sociology, political science,& anthropology to learn about
individuals, groups, and organizations.

 Value of OB: Helps people attain the competencies needed to become

effective employees, team leaders/members, or managers.

 Competency = an interrelated set of abilities, behaviors, attitudes, and

knowledge needed by an individual to be effective in most professional
and managerial positions

9
The Importance of Studying Organizational
Behavior (OB)
OB is a way of thinking.

OB is multidisciplinary.

There is a distinctly humanistic orientation with OB.

The field of OB is performance oriented.

The external environment is seen as having significant

impact on OB.
 The Importance of Studying Organizational
Behavior (OB)
Since the field of OB relies heavily on recognized
disciplines, the role of the scientific method is deemed
important in studying variables and relationships.

The field has a distinctive applications orientation.

 Contributions to the study of OB
Behavioral Science

Psychology Social
Social Political
Psychology Sociology
Sociology Anthropology
Anthropology Political
Psychology
Psychology Science
Science

Learning
Learning
Motivation
Motivation
Personality
Personality
Emotions
Emotions
Contr ibution

Training
Training
Individual Formal
Formal
Individual organization Behavioral
decision organization Behavioral
decisionmaking
making Group
Groupdynamics
dynamics theory change Comparative
Comparative
Leadership Work theory change
Leadership Workteams
teams Organizational Attitude values
values
Organizational
Organizational Conflict
Conflict
effectiveness Communication Organizational Attitude culture Intraorganizational
effectiveness Communication technology change Comparative
Comparative culture Intraorganizational
Job technology change
Jobsatisfaction
satisfaction Status
Status Organizational Communication attitudes
attitudes
Organizational
Organizational politics
politics
Performance Power Organizational Communication environment Power
Performance Power change Group Cross-cultural
Cross-cultural environment Power
appraisal Conflict change Group
appraisal Conflict decision analysis
Attitude Organizational
Organizational decisionmaking
making analysis
Attitude Group
measurement culture
culture Groupprocesses
processes
measurement
Job
Jobdesign
design
Work
Workstress
Unit of Analysis

stress

Organization
Organization
Individual
Individual
Group System
System
Group

Study
Study of
of
Output

Organizational
Organizational
Behavior
Behavior
 Leaders & OB
 Challenging factors for leaders/ managers
• Internal & external instructional change
• Highly demanding customers
• Global market
• Management/ use of IT
• Diversity in workforce

 Leaders are asked to establish work team, department, or organization

that can respond, compete, & negotiate globally.

 Requires the understanding of organization’s environment, individual

characteristics, group behavior, organizational structure, decision
making & organizational process
 The Hawthorne Studies
Taylor’s concept of Maximizing Work Output dominated from 1900-
1930.

Follet opposed Taylor’s lack of attention on Human Needs and

advocated participatory theory & decentralization.

She emphasized individual & group needs but she failed to produce
empirical evidence.

Illumination Study at Western Electric Plant

 Uncovered the “Hawthorne Effect”

 Workers felt important because someone was observing and studying them
at work. Thus, they produced more because they were observed and
studied.
 The Hawthorne Studies
 Bank Wiring Room Study

Discovered that the behavior of an individual worker is

modified by the influence of his or her work group.

 Overall Conclusions

Economic rewards don’t totally explain worker behavior.

Workers respond to:
 Group norms
 Social pressures
 Observation
 Framing the study of OB
 Effectiveness of the organization is the major task faced
by managers and it depends on;

1) The Organization’s Environment-

 Organizations exist in societies and are created by societies.

 Organizations must respond to customer needs , to legal & political

constraints, and to economic & technological changes.

 Managers must constantly receive information, ideas, and reports

from external environment.
 Framing the study of OB
2) The Individual in the Organization- Three factors influences on
individual behavior.
a) Individual Characteristics- Managers must have knowledge of
determinants of individual performance.
 Psychology contribute about relationship among attitudes,
perception, emotions, personality, values, & performance.
b) Individual motivation-Motivation theory attempts to explain how the
behavior of individuals is aroused, started, sustained, and stopped.
 Motivation is so complex that it is impossible to have one theory.
 MARS model- Motivation, Abilities, Role perception & Situational Factors
c) Rewards- A powerful tool & can be used to increase performance, to
attract skilled employee.
 Paychecks, raises, stock options, and sense of personal
responsibility, autonomy and meaningfulness.
 Framing the study of OB
3) Group Behavior & Interpersonal Influence-

a) Group Behavior-Formal & Informal groups- affect the organizational

& individual performance.

Groups may cooperate or compete with

b) Inter-group Behavior & Conflict-
other groups, & inter-group competition can lead to conflict.
 Conflict among groups can have beneficial results for an
organization while inter-group conflict can have negative results.
c) Power & Politics-Power is the ability to get some one to do something
you want. A reality in organization.
 Managers derive power from organizational & individual sources
 Organizational Process
 Following effect the organizational performance

 Communication Process- Organizational survival is related to the

ability of management to receive, transmit & act on information.
 Information integrates the activities of organization with the
demands of environment & also integrates internal activities.

 Decision-Making Process-

 Leadership Process-
 Effectiveness in Organizations

 The Goal Approach

In the view of this approach, an organization exists to
accomplish goals.

 The Systems Approach

Systems theory enables you to describe the behavior of
organizations both internally and externally.
 The Basic Elements of a System

Inputs
Inputs Process
Process Outputs
Outputs

Environment
Environment
 Systems Theory
 Two Main Conclusions

Effectiveness criteria must reflect the entire input-

process-output cycle, not simply output.

Effectiveness criteria must reflect the

interrelationships between the organization and its
outside environment.
Time Dimension Model of Effectiveness

Quality Quality Quality

Productivity Adaptiveness Survival
Efficiency Development
Satisfaction

Short
Short run
run Intermediate
Intermediate run
run Long
Long run
run
 Criteria for Effectiveness

Productivity
Productivity
Quality
Quality Satisfaction
Satisfaction

Development
Development Efficiency
Efficiency
Adaptiveness
Adaptiveness