Chapter 1 What is Ob

8/8/2019 Chapter 1 What is Ob

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

stephen p. robbins

e l e v e n t h e d i t i o ne l e v e n t h e d i t i o n


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ORGANIZATIONALBEHAVIORORGANIZATIONALBEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S2005 Prentice Hall Inc.All right re erved.2005 Prentice Hall Inc.All right re erved.

PowerPoint Pre entationby Charlie Cook

PowerPoint Pre entationby Charlie Cook

What I OrganizationalBehavior

Chapter OneChapter One


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2005 Prentice Hall Inc. All right re erved. 12

What Managers Do

What Managers Do

Managerial Activitie

Make deci ion

Allocate re ource Direct activitie of other

to attain goal

Manager (oradministrators)

Individuals who achieve goals through other people.


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Where Managers Work

Where Managers Work

Organization

A consciously coordinated social unit,composed of two or more people, that

functions on a relatively continuous basisto achieve a common goal or set ofgoals.


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Management Functions

Management Functions

ManagementManagement

FunctionFunction

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling


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Management Functions (contd)

Management Functions (contd)

Planning

A process that includes defining goals,establishing strategy, and developingplans to coordinate activities.


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Management Functions (contd)Management Functions (contd)

Organizing

Determining what tasks are to be done,who is to do them, how the tasks are tobe grouped, who reports to whom, andwhere decisions are to be made.


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Leading

A function that includes motivatingemployees, directing others, selecting

the most effective communicationchannels, and resolving conflicts.


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Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations.


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Mintzbergs ManagerialRolesMintzbergs ManagerialRoles

E X H I B I T 11E X H I B I T 11Source: Adapted fromThe Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs ManagerialRoles (contd)Mintzbergs ManagerialRoles (contd)

E X H I B I T 11 (contd)E X H I B I T 11 (contd)Source: Adapted fromThe Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs ManagerialRoles (contd)Mintzbergs ManagerialRoles (contd)

E X H I B I T 11 (contd)E X H I B I T 11 (contd)Source: Adapted fromThe Nature of Managerial Workby H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Management SkillsManagement Skills

Technical killThe ability to apply specializedknowledge or expertise.

Human killThe ability to work with, understand,and motivate other people, bothindividually and in groups.

Conceptual SkillThe mental ability to analyze anddiagnose complex situations.


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EffectiveVersus Successful Managerial

Activities (Luthans)

EffectiveVersus Successful Managerial

Activities (Luthans)

1. Traditional management

Deci ion making, planning, and controlling

2. Communication Exchanging routine information and proce ing

paperwork

3. Human re ource management

Motivating, di ciplining, managing conflict, taffing,

and training

4. Networking

Socializing, politicking, and interacting with other


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E X H I B I T 12E X H I B I T 12

Allocation ofActivities by TimeAllocation ofActivities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).


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EnterOrganizational BehaviorEnterOrganizational Behavior

Organizational behavior

(OB)

A field of study that

investigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such

knowledge toward improvingan organizations effectiveness.


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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study

Sy tematic tudy

Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

Intuition

A feeling not necessarily supported by research.


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ReplacingIntuition with Systematic StudyReplacingIntuition with Systematic Study

TheFact

PreconceivedNotion


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Toward anOB DisciplineToward anOB DisciplineToward anOB DisciplineToward anOB Discipline



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Contributing Disciplines to theOB FieldContributing Disciplines to theOB Field

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

P ychologyThe science that seeks to measure, explain, and sometimes

change the behaviorofhumans and otheranimals.


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Contributing Disciplines to theOB Field (contd)Contributing Disciplines to theOB Field (contd)


SociologyThe study ofpeople inrelation to theirfellow human beings.


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Social P ychologyAn area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.


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AnthropologyThe study of societies to learn about human beings and theiractivities.


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Political Science

The study of the behavior of individuals and groupswithin a political environment.


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Source: Drawing by Handelsman in

The New Yorker, Copyright 1986

by theNew YorkerMagazine.Reprinted by permission.


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ThereAre Few Absolutes inOBThereAre Few Absolutes inOB

ContingencyContingencyVariablesVariablesx y

Contingency variable

Situational factors: variables that moderatethe relationship between two or more othervariables and improve the correlation.


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Challenges and Opportunities forOBChallenges and Opportunities forOB

Re ponding to Globalization Increased foreign assignments

Working with people from different cultures

Coping with anti-capitalism backlash

Overseeing movement of jobs to countries with low-cost labor

Managing Workforce Diver ity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizingand responding to differences


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DomesticDomestic

PartnersPartners

MajorWorkforce Diversity CategoriesMajorWorkforce Diversity Categories

RaceRace

NonNon--ChristianChristian

NationalNational

OriginOrigin

AgeAge

DisabilityDisability


GenderGender


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Challenges and Opportunities forOB (contd)Challenges and Opportunities forOB (contd)

Improving Quality and Productivity Quality management (QM)

Process reengineering

Re ponding to the LaborShortage

Changing work force demographics Fewer skilled laborers

Early retirements and older workers

Improving Cu tomerService

Increased expectation of service quality Customer-responsive cultures


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What Is Quality Management?What Is Quality Management?

1. Inten e focu on the cu tomer.

2. Concern for continuou improvement.

3. Improvement in the quality of everything

the organization doe .

4. Accurate mea urement.

5. Empowerment of employee .



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Improving Quality and ProductivityImproving Quality and Productivity

Quality management (QM) The constant attainment of customer satisfaction

through the continuous improvement of allorganizational processes.

Requires employees to rethink what they do andbecome more involved in workplace decisions.

Proce reengineering

Asks managers to reconsider how work would be doneand their organization structured if they were starting

over. Instead of making incremental changes in processes,

reengineering involves evaluating every process interms of its contribution.


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Challenges and Opportunity forOB (contd)Challenges and Opportunity forOB (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


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BasicOB Model, StageIBasicOB Model, StageI


Model

An abstraction of reality.A simplified representationof some real-worldphenomenon.


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The Dependent VariablesThe Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.


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The Dependent Variables (contd)The Dependent Variables (contd)

Productivity

A performance measure that includeseffectiveness and efficiency.

Effectivene

Achievement of goals.

Efficiency

The ratio of effectiveoutput to the inputrequired to achieve it.


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Ab enteei m

The failure to report to work.

Turnover

The voluntary andinvoluntary permanentwithdrawal from anorganization.


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Organizational citizen hip

behavior (OCB)

Discretionary behavior that is not

part of an employees formal jobrequirements, but that neverthelesspromotes the effective functioningof the organization.


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Job ati faction

A general attitude toward ones job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.


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TheIndependent VariablesTheIndependent Variables

IndependentIndependentVariableVariable

IndividualIndividual--LevelLevel

VariableVariable

OrganizationOrganization

Sy temSy tem--LevelLevel

VariableVariable

GroupGroup--LevelLevel

VariableVariable

Independent variable

The presumed cause of some change in the dependentvariable.

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Chapter 1 What is Ob

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