What Is Organizational Behavior

What Is Organizational Behavior Chapter One What Is Organizational Behavior

After studying this chapter, you should be able to: Define organizational behavior (OB). Describe what managers do. Explain the value of the systematic study of OB. List the major challenges and opportunities for managers to use OB concepts. Identify the contributions made by major behavioral science disciplines to OB. L E A R N I N G O B J E C T I V E S © 2005 Prentice Hall Inc. All rights reserved.

After studying this chapter, you should be able to: Describe why managers require a knowledge of OB. Explain the need for a contingency approach to the study of OB. Identify the three levels of analysis in this book’s OB model. L E A R N I N G O B J E C T I V E S (cont’d) © 2005 Prentice Hall Inc. All rights reserved.

Terms Managers (or administrators) Organization Planning Organizing Leading Intuition Systematic study Psychology Sociology Social Psychology Anthropology © 2005 Prentice Hall Inc. All rights reserved.

Terms Political Science Contingency variables Quality management Process reengineering Dependent variable Productivity Effectiveness Efficiency Absenteeism Turnover © 2005 Prentice Hall Inc. All rights reserved.

Terms Organizational citizenship behavior (OCB) Job satisfaction Independent variable © 2005 Prentice Hall Inc. All rights reserved.

Managers (or administrators)(المديرين) What Managers Do Managers (or administrators)(المديرين) Individuals who achieve goals through other people. (الأفراد الذين يحققون الأهداف من خلال أشخاص آخرين). Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals © 2005 Prentice Hall Inc. All rights reserved.

Where Managers Work Organization(منظمة) 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. وحدة اجتماعية منسقة بوعي ، تتكون من شخصين أو أكثر ، و تعمل على أساس مستمر نسبيا لتحقيق هدف مشترك أو مجموعة من الأهداف. © 2005 Prentice Hall Inc. All rights reserved.

Management Functions Management Functions Planning Organizing Leading Controlling Management Functions © 2005 Prentice Hall Inc. All rights reserved.

Management Functions (cont’d) Planning (التخطيط) A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. عملية تتضمن تحديد الأهداف ، ووضع الاستراتيجيات، ووضع خطط لتنسيق الأنشطة. © 2005 Prentice Hall Inc. All rights reserved.

Management Functions (cont’d) Organizing(التنظيم) 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. تحديد أي المهام ينبغي القيام بها، و من عليه القيام بها، وكيفية تجميع المهام، و من يقدم التقارير لمن, و متى يتم اتخاذ القرارات. © 2005 Prentice Hall Inc. All rights reserved.

Management Functions (cont’d) Leading (القيادة) A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. وظيفة تتضمن تحفيز الموظفين ، وتوجيه آخرين، واختيار قنوات الاتصال الأكثر فعالية ، و تسوية النزاعات . © 2005 Prentice Hall Inc. All rights reserved.

Management Functions (cont’d) Controlling (التحكم) Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. رصد و متابعة الأنشطة لضمان يتم إنجاز العمل كما هو مخطط وتصحيح أي انحرافات ملحوظة. © 2005 Prentice Hall Inc. All rights reserved.

Management Skills Technical skills (المهارات التقنية) The ability to apply specialized knowledge or expertise. Human skills (المهارات البشرية) The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills (المهارات التفهمية) The mental ability to analyze and diagnose complex situations. © 2005 Prentice Hall Inc. All rights reserved.

Effective Versus Successful Managerial Activities (Luthans) Traditional management Decision making, planning, and controlling Communication Exchanging routine information and processing paperwork Human resource management Motivating, disciplining, managing conflict, staffing, and training Networking Socializing, politicking, and interacting with others © 2005 Prentice Hall Inc. All rights reserved.

Enter Organizational Behavior Organizational behavior (OB) (السلوك التنظيمي) 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 organization’s effectiveness. مجال دراسة يبحث في أثر الأفراد والجماعات، والهيكل على السلوك داخل المنظمات، لغرض تطبيق هذه المعرفة نحو تحسين فعالية المنظمة. © 2005 Prentice Hall Inc. All rights reserved.

Replacing Intuition with Systematic Study A feeling not necessarily supported by research. شعور ليس بالضرورة مدعوما ببحث. Systematic study (دراسة منهجية) Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. © 2005 Prentice Hall Inc. All rights reserved.

Replacing Intuition with Systematic Study ≠ Preconceived Notions مفاهيم مسبقة The Facts الحقائق © 2005 Prentice Hall Inc. All rights reserved.

Contributing Disciplines to the OB Field Psychology (علم النفس) The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. العلم الذي يسعى إلى قياس، وشرح، وأحيانا تغيير سلوك البشر والحيوانات الأخرى. E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved.

Contributing Disciplines to the OB Field (cont’d) Sociology (علم الإجتماع) The study of people in relation to their fellow human beings. دراسة الناس فيما يتعلق بإخوانهم في الإنسانية. E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved.

Contributing Disciplines to the OB Field (cont’d) Social Psychology (علم النفس الإجتماعي) 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) © 2005 Prentice Hall Inc. All rights reserved.

Contributing Disciplines to the OB Field (cont’d) Anthropology (علم الإنسان) The study of societies to learn about human beings and their activities. دراسة المجتمعات للتعلم عن البشر وأنشطتهم. E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved.

Contributing Disciplines to the OB Field (cont’d) Political Science (العلوم السياسية) The study of the behavior of individuals and groups within a political environment. دراسة سلوك الأفراد والجماعات داخل البيئة السياسية. E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved.

Challenges and Opportunities for OB Responding to Globalization (استجابة للعولمة) 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 Diversity (التنوع في إدارة القوى العاملة) Embracing diversity Changing U.S. demographics Implications for managers Recognizing and responding to differences © 2005 Prentice Hall Inc. All rights reserved.

Challenges and Opportunities for OB (cont’d) Improving Quality and Productivity (تحسين الجودة والإنتاجية) Quality management (QM) Process reengineering Responding to the Labor Shortage (الإستجابة النقص في اليد العاملة) Changing work force demographics Fewer skilled laborers Early retirements and older workers Improving Customer Service (تحسين خدمة العملاء) Increased expectation of service quality Customer-responsive cultures © 2005 Prentice Hall Inc. All rights reserved.

What Is Quality Management? Intense focus on the customer. Concern for continuous improvement. Improvement in the quality of everything the organization does. Accurate measurement. Empowerment of employees. E X H I B I T 1–6 © 2005 Prentice Hall Inc. All rights reserved.

Improving Quality and Productivity Quality management (QM) (إدارة الجودة) The constant attainment of customer satisfaction through the continuous improvement of all organizational processes. Requires employees to rethink what they do and become more involved in workplace decisions. Process reengineering (إعادة هندسة العمليات) Asks managers to reconsider how work would be done and their organization structured if they were starting over. Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution. © 2005 Prentice Hall Inc. All rights reserved.

Challenges and Opportunity for OB (cont’d) 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 © 2005 Prentice Hall Inc. All rights reserved.

Basic OB Model, Stage I Model (نموذج) An abstraction of reality. A simplified representation of some real-world phenomenon. E X H I B I T 1–7 © 2005 Prentice Hall Inc. All rights reserved.

The Dependent Variables A response that is affected by an independent variable. x y © 2005 Prentice Hall Inc. All rights reserved.

The Dependent Variables (cont’d) Productivity (الإنتاجية) A performance measure that includes effectiveness and efficiency. Effectiveness (الفعالية) Achievement of goals. Efficiency (الكفائة) The ratio of effective output to the input required to achieve it. © 2005 Prentice Hall Inc. All rights reserved.

The Dependent Variables (cont’d) Absenteeism (التغيب عن العمل) The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization. © 2005 Prentice Hall Inc. All rights reserved.

The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) (سلوك المواطنة التنظيمية) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. © 2005 Prentice Hall Inc. All rights reserved.

The Dependent Variables (cont’d) Job satisfaction (الإكتفاء الوظيفي) A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive. موقف عام تجاه وظيفة شخص، والفرق بين مبلغ المكافأة التي يحصل العمال عليها والمبلغ الذي يعتقدون أنه من حقهم الحصول عليه. © 2005 Prentice Hall Inc. All rights reserved.

The Independent Variables The presumed cause of some change in the dependent variable. Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables © 2005 Prentice Hall Inc. All rights reserved.