1 What Is Organizational Behavior?

2 Learning Objectives Define organizational behavior (OB) Describe what managers do Explain the value of studying OB List the challenges and opportunities of using OB concepts

3 Learning Objectives Discover how behavioral science has contributed to the study of OB Understand why managers must know about OB Examine the contingency approach to studying OB Identify the three levels of analysis in this book’s OB model

4 What is an Organization consciously coordinated social unit two or more people function on a continuos basis a common goal or set of goals

5 What is an Organization (Cont’) Organization as a system –inputs –transformation process –output Transformation Process Inputs outputs

6 Managers Who are they? What they do? –Henry Fayol: plan, Organize, Command, Control. Coordinate, –Four managerial functions What they really do? –Henry Minzberg: management roles

7 PlanningControlling LeadingOrganizing The Functions of Management

8 Four Managerial Functions Planning –defining goals, establishing strategy and plan Organizing –determining tasks, resources, coordinating and decision making Leading –motivatiung, directing, communicating Controlling –monitoring and correcting

9 The Roles of Management Informational monitormonitor disseminatordisseminator spokepersonspokepersonInterpersonal FigureheadFigurehead leaderleader liaisonliaison Decisional entrepreneurialentrepreneurial Disturbance handlerDisturbance handler Resource allocatorResource allocator NegotiatorNegotiator

10 The Skills That Managers Need The Skills That Managers Need Technical the ability to apply specialized knowledge Technical the ability to apply specialized knowledge Human the ability to work with peopleHuman peopleConceptual the ability to analyze and diagnose situations Conceptual the ability to analyze and diagnose situations

11 Managerial Activities TraditionalManagement Networking Communication Managing Human Resources

12 What is Organizational Behavior A field of study: individual, group and organization a focus on people a systematic approach rather than intuition –is behavior predictable?

13 Levels of OB Analysis Individuals Groups Structures

14 Understanding Organizational Behavior IndividualDifferencesFundamentalConsistencies IntuitionSystematicStudy

15 The Study of Organizational Behavior Individual Group Organization Study of OrganizationalBehavior Social Psychology Political Science Anthropology Psychology Sociology

16 Contingency Theory “it all depends” X Y low High

17 Challenges facing OB Responding to globalization managing workforce diversity improving quality and productivity improving people skills empower people coping with temps stimulating innovation and change improve ethic behavior

18 Responding to Globalization Working in ForeignCountries Working with MulticulturalDiversity

19 Managing Workforce Diversity Age Race Gender Ethnicity

20 Improving Quality and Productivity Total Quality ManagementCorporateReengineering

21 Improving People Skills People as sources of Competitive Advantage PersonalInsightWorkplaceSkills Concepts and Theories

22 Empowering the Workforce Managers Are Giving Up Controls (coaches, advisers, sponsors, facilitators) Workers Are AcceptingResponsibility (partners, associates)

23 Coping with “Temporariness” (flexibility, spontaneity, and unpredictability) The Nature of Work Is ChangingOrganizations Are Also Changing

24 Stimulating Innovation and Change Big vs Small Maintaining flexibility Improving quality Introducing new products and services

25 Improving Ethical Behavior 4Provide in-house advisers 4Create protection mechanisms 4Write and distribute codes of ethics 4Give seminars, workshops, & training

26 Overview of the OB Model Individual Level Group Level Organization Systems Level Time Level III Level II Level I

27 TheDependentVariables Productivity efficiency effectiveness Absenteeism Job Satisfaction OrganizationalCitizenship Turnover voluntary Involuntary

28 Independent Variables IndividualGroupOrganization Biographical Traits Personality Values & Attitudes Ability Perception Motivation Individual Learning Decision Making Communication Other Groups Conflict Power & Politics Group Structure Work Teams Leadership Decision Making Culture Structure Design Technology Work Processes Selection Processes Training Programs Appraisal Practices

29 Overall Course Structure micro macro Ch2. Foundation of individual behavior Ch3. Values, Attitudes and Job satisfaction Ch4. Personality and Emotions Ch5. Perception and Individual Decision Making Ch6. Basic Motivation Concepts Ch7. Motivation: From Concepts to Applications Ch8. Foundation of Group Behavior Ch9. Understanding Work Teams Ch10, Communication Ch11. Leadership and Trust Ch12. Power and Politics Ch13. Conflict and Negotiation Ch14. Foundation of Organization Structure Ch15. Work Design and Technology Ch16. Human Resource Policies and Practices Ch17. Organizational Culture Ch18. Organizational Change and Stress Management Individual Level Group Level Organiza- tional Level