People

Make the Difference

Copyright 2010 John Wiley & Sons, Inc.

What is organizational behavior and why is it

important?

What are organizations like as work settings?

What is the nature of managerial work?

How do we learn about organizational

behavior?
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Organizational behavior
Study of human behavior in organizations.

An interdisciplinary field devoted to

understanding individual and group behavior, interpersonal processes, and organizational dynamics.

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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. (Robbins & Judge, 2009)

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Many behavioral sciences (diciplines) have

contributed to the development of Organizational Behavior Psychology Sociology Social psychology

Anthropology

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Scientific methods models

Simplified views of reality that attempt to

identify major factors and forces underlying

real-world phenomenon.
Link presumed causes of events

(independent variables) with outcomes (dependent variables).

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A. B. C.

Field Studies Meta Analyses Case Studies

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Meta analyses use statistical pooling from

many studies. This aggregating

technique allows OB researchers to

generalize and apply the conclusions to

many OB situations.

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Scientific thinking is important to OB:

The process of data collection is controlled

and systematic.
Proposed explanations are carefully tested. Only explanations that can be scientifically

verified are accepted.

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Contingency thinking
Managers must understand the demands of

different situations and develop responses that best fit the circumstances and people involved.
OB scientific models gather evidence of how

different situations can best be understood and

handled.
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Modern workplace trends

Commitment to ethical behavior. Importance of human capital. Formal authority (command and control) replaced by

group decisions and consensus.

Emphasis on teamwork. Pervasive influence of information technology. Respect for new workforce expectations. Changing concept of careers.
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Organization
A collection of people working together in a

division of labor to achieve a common

purpose.

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The core purpose of an organization is the

creation of goods and services.

Mission statements focus attention on the

core purpose.

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Stakeholders
People, groups, and institutions having an

interest in an organizations performance.

Interests of multiple stakeholders sometimes

conflict.

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Organizational culture
The shared beliefs and values that influence

the behavior of organizational members.

Reflects the internal personality of the

organization.
How we do things around here

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Constructive culture
Members are encouraged to work together in ways that

meet higher order human needs.

Passive/defensive culture
Members tend to act defensively in their working

relationships.

Aggressive/defensive culture
Members tend to act forcefully in their working

relationships to protect their status and positions.

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Describe an organization you have worked

for, or been a member of.

How was the culture constructive?

Defensive? Aggressive? Explain.

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Workforce diversity
Individual differences of organizational

members, based on gender, race and

ethnicity, age, able-bodiedness, and sexual orientation.

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Multiculturalism
Refers to inclusiveness, pluralism and genuine

respect for diversity and individual

differences.

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Your professor states: One of your assignments this term is a team project. Please select and sign up for a team project. Do you . . .
a)

Signal your friends in the classroom, and agree to sign up together for the same team. Wait for everyone to sign up, and then

b)

decide.
c)

Just pick a team randomly.

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Manager
Someone whose job it is to directly support

the work efforts of others.

Effective manager
One whose team consistently achieves its

goals while members remain capable, committed, and enthusiastic.

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Task performance
Quality and quantity of the work produced

by the work unit as a whole.

Job satisfaction
How people feel about their work and the

work setting.
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The management process.

Planning

Organizing
Leading Controlling

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The nature of managerial work.

Managers work long hours. Managers are busy people. Managers are often interrupted. Managerial work is fragmented and variable. Managers work mostly with other people. Managers spend a lot of time communicating.
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Managerial skills and competencies

Skill
An ability to translate knowledge into action

that results in a desired performance.

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Technical skill
Ability to perform specialized tasks.

Human skill
Ability to work well with other people.

Conceptual skill
Capacity to analyze and solve complex and

interrelated problems.
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Emotional intelligence
Ability to understand and deal with emotions.
Self-awareness Self-regulation Motivation Empathy Social skill
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Moral Management includes ethics in

decision-making.
Immoral manager
Amoral manager

Moral manager
Practices ethics mindfulness.
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