Beruflich Dokumente
Kultur Dokumente
What Is
Organizational
Behavior?
OBJECTIVES
After studying this chapter, you should
be able to:
1. Describe what managers do
2. Define organizational behavior (OB)
3. Explain the value of the systematic study of OB
LEARNING
Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
othersto
to
attain
attaingoals
goals
Management Functions
Planning Organizing
Management
Functions
Controlling Leading
Management Functions (cont’d)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities
Management Functions (cont’d)
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 Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts
Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations
Management 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
Effective vs Successful Managers:
Allocation of Activities by Time
Enter Organizational Behavior
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
Why Study Organizational Behavior
Understand
organizational
events
Organizational
Behavior
Influence Predict
organizational organizational
events events
Goals of Organizational Behavior
• DESCRIBE – systematically, how people behave in a variety of
conditions
• UNDERSTAND – why people behave as they do (inquisitive
managers learn to probe for underlying explanations)
• PREDICT – future employee behaviour (ideally managers would
have the capacity to predict which employees may be dedicated and
productive or which ones might be absent, tardy, or disruptive on a
certain day – so that managers can take preventive actions)
• CONTROL & MODIFY – at least partially
HUMAN BEHAVIOUR IN ORGANIZATIONAL SETTINGS
PEOPLE
• Individuals
•Groups
ENVIRONMENT
STRUCTURE OB
• Government
•Competition • Formal Relationships
•Societal Pressures
TECHNOLOGY
Machinery
Information Technology
Forces of Organizational Behavior
• PEOPLE
– Internal social system
– Individuals & groups
– Groups are dynamic – form, change & disband
– Workforce is richly diverse
• ENVIRONMENT
– Dynamic (ex. Globalization)
– Affects attitudes, working conditions, provides competition for resources and power.
• STRUCTURE: defines formal relationships and use of
people in organizations
– Flatter due to downsizing & restructuring
– Complex due to mergers, acquisitions and new ventures
– Team based instead of traditional
• TECHNOLOGY
– Buildings, machines, work processes
– (has significant influence on working relationships)
Contributing Disciplines to the OB 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 1–3 (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Sociology
The study of people in relation to their fellow human
beings
E X H I B I T 1–3 (cont’d)
Contributing Disciplines to the OB Field (cont’d)
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 1–3 (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Anthropology
The study of societies to learn about human beings and
their activities
E X H I B I T 1–3 (cont’d)
There Are Few Absolutes in OB
Gender
National
Disability Origin
Age
Non-Christian
Race
Domestic
Partners
E X H I B I T 1–4
Challenges and Opportunities for OB (cont’d)
• Information Technology
– Blurs temporal and spatial boundaries
– Redesigns jobs and power relationships
– Increases value of knowledge management
– Supports virtual teams
• Corporate Reorganization
– Rightsizing/downsizing
– Mergers and acquisitions
– (these involve- fear of loss of jobs, changes in
remunerations and benefits, changes in status,
group dynamics)
Challenges and Opportunity for OB (cont’d)
E X H I B I T 1-6
The Dependent Variables
Dependent Variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand)
x
The Dependent Variables (cont’d)
Productivity
A performance measure that
includes effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
Ratio of output to the input
The Dependent Variables (cont’d)
Absenteeism
The failure to report to work
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization
The Dependent Variables (cont’d)
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics
The Independent Variables
Independent Variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable
Independent
Variables Can Be
HAWTHORNE EXPTS
1. Illumination Experiments: to find out effect of
illumination on worker productivity
2. Relay Assembly Test Room Experiments: to find out
effect of changes in working hours and other working conditions
on productivity
3. Mass Interviewing Programme: to find out workers
attitudes & sentiments
4. Bank Wiring Observation Room Experiments: to find
out social aspect of work
Historical Evolution of OB (contd.)
HAWTHORNE EXPTS:
CONCLUSIONS & IMPLICATIONS
1. Social Factors in Output: level of production set by social norms
2. Groups: Workers create groups; tend to react as members of groups.
3. Leadership: not necessary from superiors; there may be informal
leadership can be more important than formal leadership.
4. Communication: very important in organizations.
5. Conflict: individual, group, organization.
6. Supervision: friendly, genuinely concerned favourable effect of
productivity.