1. What is Organizational Behavior?
The Organization as a Social System
Roles of the Manager

2. Studying Organizational Behavior
An organization is a coordinated unit consisting of at least two people who function to achieve a common goal.
The study of organizational behavior focuses on individuals’:
Perceptions
Values
Learning capacities
Actions

3. Organizational Behavior
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.

4. Contributing Disciplines
Psychology
Sociology
Social Psychology
Anthropology
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior

5. Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction
Individual decision making, performance appraisal attitude measurement
Employee selection, work design, and work stress

6. The study of people in relation to their fellow human beings.
Sociology
The study of people in relation to their fellow human beings.
Unit of Analysis:
-- Organizational System
-- Group
Contributions to OB:
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behavior
Formal organization theory
Organizational technology
Organizational change
Organizational culture

7. Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Unit of Analysis:
Group
Contributions to OB:
Behavioral change
Attitude change
Communication
Group processes
Group decision making

8. Political Science
The study of the behavior of individuals and groups within a political framework
Influence tactics
Power & ethics
Political strategies
Conflict resolution
Empowerment

9. Anthropology
The study of societies to learn about human beings and their activities.
Unit of Analysis:
-- Organizational System
-- Group
Contributions to OB:
Organizational culture
Organizational environment
Comparative values
Comparative attitudes
Cross-cultural analysis

10. Studying Organizational Behavior
A person’s behavior involves the interaction of the person’s personal characteristics and the characteristics of the situation.
Organizational behavior is affected by:
Structure: the formal pattern of how people and jobs are grouped (the org chart)
Processes: the way tasks are handled
Culture: a pattern of assumptions
Managers must recognize problem indicators.
People are unique and can be unpredictable.

11. What Managers Do They get things done through other people.
Management Activities:
Make decisions
Allocate resources
Direct activities of others to attain goals
Work in an organization
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.

12. Management Functions
Control
Lead
Organize
Plan

13. Management Functions: Plan
Control
Lead
Organize
Plan
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
As managers advance, they do this function more often.

14. Management Functions: Organize
Control
Lead
Organize
Plan
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.

15. Management Functions: Lead
Control
Lead
Organize
Plan
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
It is about PEOPLE!

16. Management Functions: Control
Lead
Organize
Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.

17. A Model for Managing Organizations: Behavior, Structure, and Processes
The Structure and Design of Organizations
Managers must understand organizational structure to work effectively.
Job design is the process by which managers specify the contents, methods, and relationships of jobs.
Organizational design refers to overall organizational structure, including the structure of tasks, authority, and interpersonal relationships.
Formal groups are created by managers to carry out jobs and tasks; informal groups develop around common interests and friendship.

18. A Model for Managing Organizations: Behavior, Structure, and Processes
The Processes of Organizations
When processes don’t work well, problems result.
Organizational survival depends on information and communication.
Good decision making depends on selecting proper goals and identifying ways to achieve them.
Managerial decision making is permeated by ethical issues.
Managers display their moral and personal values when they make decisions.

19. Perspectives on Effectiveness
The behavior of people in organizations
There are three levels of effectiveness:
Individual: working alone
Group: individuals working together
Organizational: combined efforts of individuals and groups
Managers must identify the causes of effectiveness
Synergy occurs when the sum of individual contributions exceeds the simple summation of them.
All must work together as a social system

20. The Organization as a Social System
Getzels – Guba Model
The Organization as a Social System
Institution
Role
Expectation
Group
Climate
Intentions
Individual
Personality
Need
Disposition
Observed
Behavior
Ideographic (Individual) Dimension
Nomothethic (Organizational) Dimension
Organization
As A
Social System