Organizational Structure and Behavior

Individuals behave differently

when acting in their
organizational roles

Main Goal of OB

To revitalize the organizational theory

and develop a better understanding of
organizational life

What
What Managers
Managers Do
Do
Managers (or Administrators)
Individuals who achieve goals through other people

Managerial
ManagerialActivities
Activities
Make
Makedecisions
decisions
Allocate
Allocateresources
resources
Direct
Directactivities
activitiesofofothers
othersto
to
attain
attaingoals
goals

Where
Where Managers
Managers Work
Work
Organization
A 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

Organizational Structure
How job tasks are formally divided, grouped, and
coordinated
Key Elements:
1. Work specialization
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization and decentralization
6. Formalization

Management
Management Functions
Functions

Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

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

Management
Management Functions
Functions (contd)
(contd)
Organizing
Determining 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
Management Functions
Functions (contd)
(contd)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts

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

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles

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

E X H I B I T 11
E X H I B I T 11

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

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

E X H I B I T 11 (contd)
E X H I B I T 11 (contd)

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

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

E X H I B I T 11 (contd)
E X H I B I T 11 (contd)

Management
Management Skills
Skills
Technical 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

Organizational
Organizational Behavior
Behavior
Organizational 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

Complementing
Complementing Intuition
Intuition with
with Systematic
Systematic Study
Study
Intuition
Gut feelings about why I do what I do and what makes
others tick

Systematic Study
Looking at relationships, attempting to attribute causes
and effects, and drawing conclusions based on scientific
evidence

Provides a means to predict behaviors

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals

E X H I B I T 13 (contd)
E X H I B I T 13 (contd)

Big Five Personality Traits

Openness to experience: (inventive/curious vs.
consistent/cautious).
Conscientiousness: (efficient/organized vs.
easy-going/careless).
Extraversion: (outgoing/energetic vs.
solitary/reserved).
Agreeableness: (friendly/compassionate vs.
analytical/detached).
Neuroticism: (sensitive/nervous vs.
secure/confident).

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
Sociology
The study of people in relation to their fellow human
beings

E X H I B I T 13 (contd)
E X H I B I T 13 (contd)

Group Structure
Group structure is the underlying pattern of roles, norms, and
networks of relations among members that define and organize the
group.
Roles can be defined as a tendency to behave, contribute and
interrelate with others in a particular way. Roles may be assigned
formally, but more often are defined through the process of role
differentiation. A key role in a group is the leader, but there are other
important roles as well, including task roles, relationship roles, and
individual roles.
Norms are the informal rules that groups adopt to regulate
members' behaviour. Norms refer to what should be done and
represent value judgments about appropriate behaviour in social
situations. norms have powerful influence on group behaviour.

Group Structure

Intermember Relations are the connections among the

members of a group, or the social network within a group.
Group members are linked to one another at varying levels.
Values are goals or ideas that serve as guiding principles for
the group.
Communication patterns describe the flow of information
within the group and they are typically described as either
centralized or decentralized.
Status differentials are the relative differences in status among
group members. When a group is first formed the members may
all be on an equal level, but over time certain members may
acquire status and authority within the group;

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(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

E X H I B I T 13 (contd)
E X H I B I T 13 (contd)

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
Anthropology
The study of societies to learn about human beings and
their activities

E X H I B I T 13 (contd)
E X H I B I T 13 (contd)

There
There Are
Are Few
Few Absolutes
Absolutes in
in OB
OB
Contingency variables: It Depends!
Situational factors that make the main relationship
between two variables changee.g., the
relationship may hold for one condition but not
another

In Country 1

May be related to

In Country 2

May NOT be related to

Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Overseeing movement of jobs to countries with
low-cost labor

Managing Workforce Diversity

Embracing diversity
Implications for managers
Recognizing and responding to differences

Major
Major Workforce
Workforce Diversity
Diversity Categories
Categories
Gender
Gender

National
National
Origin
Origin

Disability
Disability
Age
Age

Religion
Religion

Race
Race
Caste
Caste

E X H I B I T 14
E X H I B I T 14

Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (contd)
(contd)

Improving Quality and Productivity

Quality management (QM)
Process reengineering

Responding to the Labor Shortage

Changing work force demographics
Fewer skilled laborers
Early retirements and older workers

Improving Customer Service

Increased expectation of service quality
Customer-responsive cultures

What
What Is
Is Quality
Quality Management?
Management?
1.

Intense focus on the customer

2.

Concern for continuous improvement

3.

Improvement in the quality of everything the

organization does

4.

Accurate measurement

5.

Empowerment of employees

E X H I B I T 16
E X H I B I T 16

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (contd)
(contd)

Improving people skills

Empowering people
Stimulating innovation and change
Coping with temporariness
Working in networked organizations
Helping employees balance work/life conflicts
Improving ethical behavior
Managing people during the war on terrorism

Basic
Basic OB
OB Model,
Model, Stage
Stage II
Model
An abstraction of reality
A simplified representation of
some real-world phenomenon

E X H I B I T 1-6
E X H I B I T 1-6

The
The Dependent
Dependent Variables
Variables
Dependent Variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand)

The
The Dependent
Dependent Variables
Variables (contd)
(contd)
Productivity
A performance measure that
includes effectiveness and efficiency

Effectiveness
Achievement of goals

Efficiency
Meeting goals at a low cost

The
The Dependent
Dependent Variables
Variables (contd)
(contd)
Absenteeism
The failure to report to work

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization

The
The Dependent
Dependent Variables
Variables (contd)
(contd)
Deviant Workplace Behavior
Voluntary behavior that violates
significant organizational norms and
thereby threatens the well-being of the
organization and/or any of its members

The
The Dependent
Dependent Variables
Variables (contd)
(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
The Dependent
Dependent Variables
Variables (contd)
(contd)
Job Satisfaction
A general attitude (not a behavior) toward ones job; a
positive feeling of one's job resulting from an evaluation of
its characteristics

The
The Independent
Independent Variables
Variables
Independent Variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable

Independent
Independent
Variables
VariablesCan
CanBe
Be

Individual-Level
Individual-Level
Variables
Variables

Group-Level
Group-Level
Variables
Variables

Organization
Organization
System-Level
System-Level
Variables
Variables

Basic OB
Model, Stage
II

E X H I B I T 1-7
E X H I B I T 1-7

Thanks