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What is Organizational Behavior?
Chapter 1 What is Organizational Behavior?
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Learning Objectives Demonstrate the importance of interpersonal skills in the workplace. Describe the manager’s functions, roles, and skills. Define organizational behavior (OB). Show the value to OB of systematic study. Identify the major behavioral science disciplines that contribute to OB. Demonstrate why there are few absolutes in OB. Identify the challenges and opportunities managers have in applying OB concepts. Compare the three levels of analysis in this book’s OB model.
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The Importance of Interpersonal Skills
What is interpersonal skills? Why it is needed? It is very important but not enough … why?
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What Managers Do? Manager Organization Management Functions Planning
They get things done through other people 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. Management Functions Planning Organizing Leading Controlling
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What Managers Do? Management Roles Interpersonal Roles
Figurehead Leader Liason Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator
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What Managers Do? Management Skills Technical Skills Human Skills
The ability to apply specialized knowledge or expertise Human Skills The ability to work with, understand, and motivate other people, both individually and in groups Conceptual Skills The mental ability to analyze and diagnose complex situations
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Effective Versus Successful Managerial Activities
What Managers Do? Effective Versus Successful Managerial Activities
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Enter 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
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Complementing Intuition with Systematic Study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence Evidence Based Management Basing managerial decisions on the best available scientific evidence Intuition A gut feeling not necessarily supported by research
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Disciplines that Contribute to the OB Field
Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another Sociology The study of people in relation to their social environment or culture Anthropology The study of societies to learn about human beings and their activities
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There are Few Absolutes in OB
Why there are few absolutes in OB? Because of situational factors that make the main relationship between two variables change … e.g., the relationship may hold for one condition but not another Contingency Variables Situational Factors Variable that moderate the relationship between two or more other variables
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Challenges and Opportunities for OB
1 Responding to Globalization 2 Managing Workforce Diversity 3 Improving Quality and Productivity 4 Improving Customer Service 5 Improving People Skills 6 Stimulating Innovation and Change 7 Coping with “Temporariness” 8 Working in Networked Organizations 9 Helping Employees Balance Work-Life Conflicts 10 Creating a Positive Work Environment 11 Improving Ethical Behavior
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Coming Attractions: Developing an OB Model
A model Abstraction of reality, or a simplified representation of some real-world phenomenon
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Coming Attractions: Developing an OB Model
The Independent Variables (X) The Dependent Variables (Y) The presumed cause of the change in the dependent variable (Y) This is the variable that OB researchers manipulate to observe the changes in Y This is the response to X (the independent variable) It is what the OB researchers want to predict or explain The interesting variable! X → Y → Predictive Ability
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Coming Attractions: Developing an OB Model
The Dependent Variables The Independent Variables Productivity Individual – Level Variables Absenteeism Turnover Group – Level Variables Deviant Workplace Behavior Organizational Citizenship Behavior Organization System – Level Variables Job Satisfaction
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Independent Variables (X) Dependent Variables (Y)
Coming Attractions: Developing an OB Model Toward A contingency OB Model Independent Variables (X) Dependent Variables (Y) Three Levels
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