©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Introduction (ch 1) Basic Concepts Organizations are complex Human behavior sometimes unpredictable Human behavior can be partially understood No perfect solutions to organizational problems A systematic approach to understanding and managing organizational behavior is needed

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Understanding Organizational Behavior Organizational behavior… The systematic study and careful application of knowledge about how people act within organizations Strives to find ways in which people can act more effectively Is an applied science Provides a useful set of analysis tools

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Understanding Organizational Behavior

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Positive Characteristics of the OB Field Interdisciplinary nature Emerging base of research knowledge, models, and conceptual frameworks Good, practical theories Supporting evidence through multiple methods Acceptance by practicing managers No quick fixes or reliance on fads Practice ResearchTheory

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Fundamental Concepts Mutual Interest Provides a Subordinate Goal

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved OB Equations Knowledge x Skill = Ability Attitude x Situation = Motivation Ability x Motivation = Potential performance Potential performance x Resources x Opportunity = Organizational results

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved An Organizational Behavior System (ch. 2) An organizational behavior system is… Purposely created and used Regularly examined and updated Requires an understanding of human behavior Willingness to observe, learn and change Typical outcomes… Performance Employee satisfaction Personal growth and development

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved An Organizational Behavior System

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved An Organizational Behavior System Elements of the System Self Awareness and Acceptance Fact and value premises Vision Mission Goals

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Models of Organizational Behavior Based on the theory of human behavior managers hold Theory X Theory Y Managers tend to act as they think

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Models of Organizational Behavior Managerial paradigms… Influence managerial perceptions of the world Define boundaries and for how to behave Encourage resistance to change Consciously or unconsciously affect one’s behavior New paradigms provide alternative ways of viewing the world and solving problems

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Model Characteristics

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conclusions About the Models Managerial Flexibility Managers must identify their current behavioral model It must be kept flexible and current There is great danger is paradigm rigidity Introspect Determine deeper reasons for perceptions, attitudes, and feelings Confidence and acceptance

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Model – Narrative or Illustrative (preferred) Antecedent factors Preceding, potential causation, precursor Behaviors or Mediating factors Observable actions, identifiable thoughts or attitudes, intermediate issues or factors Consequences or outcomes Resulting factors, tangible, perceptual, of importance to people and businesses Moderating factors Outside influence that changes the nature of a relationship between two or more factors

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Practice Think about an issue or problem observed or experienced with people working together Define antecedents, behaviors, and outcomes Model the issue and present it

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Methods of Investigation Literature review Examine and summarize what exists Case Analysis Examine individual example Comparative methods Examine and compare groups, samples Psychometric research Operationalize and measure variables

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Methods of Investigation Interviews Questionnaires Cases/scenarios with questions Experiments in a controlled setting Field observation and measurement

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Methods of Investigation Data Types Categorical vs. Continuous Independent vs. Dependent variables

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Analysis based on data type i n d e p e n d e n t Categ. Contin. d e p Categ. Cross-tab discriminant analysis e Chi-square n d Contin. analysis of variance regression analysis e Paired t-test correlation analysis n t (From Alreck and Settle, “The Survey Research Handook,” 2004)

Citing your work Hitt, M.A. (2000). The new frontier: Transformation of management for the new milenium. In F. Maidment (Ed.), Annual Editions: Organizational Behavior 02/03 (pp ). Connecticut: McGraw- Hill/Dushkin. Hitt (2000) discusses the importance of understanding the driving forces of competition. Understanding driving forces will impact the nature of competition in business (Hitt, 2000). ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved