1. Chapter 1 Introducing Organizational Behavior People Make the Difference

2. Copyright © 2008 John Wiley & Sons, Inc.1-2 Chapter Study Questions What is organizational behavior and why is it important? What are organizations like as work settings? What is the nature of managerial work? How do we learn about organizational behavior?

3. Copyright © 2008 John Wiley & Sons, Inc.1-3 What is organizational behavior and why is it important? Organizational behavior –Study of human behavior in organizations. –A multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.

4. Copyright © 2008 John Wiley & Sons, Inc.1-4 What is organizational behavior and why is it important? Scientific methods models –simplified views of reality that attempt to identify major factors and forces underlying real-world phenomenon Link independent variables with dependent variables

5. Copyright © 2008 John Wiley & Sons, Inc.1-5 Figure 1.1

6. Copyright © 2008 John Wiley & Sons, Inc.1-6 What is organizational behavior and why is it important? Scientific thinking is important to OB because: –Process of data collection is controlled and systematic –Proposed explanations are carefully tested –Only explanations that can be scientifically verified are accepted

7. Copyright © 2008 John Wiley & Sons, Inc.1-7 What is organizational behavior and why is it important? Contingency approach –researchers identify how different situations can be best understood and handled

8. Copyright © 2008 John Wiley & Sons, Inc.1-8 What is organizational behavior and why is it important? Modern workplace trends –Commitment to ethical behavior –Importance of human capital –Demise of “command and control” –Emphasis on teamwork –Pervasive influence of information technology –Respect for new workforce expectations –Changing definition of “jobs” and “career”

9. Copyright © 2008 John Wiley & Sons, Inc.1-9 What are organizations like as work settings? Organization –a collection of people working together in a division of labor to achieve a common purpose.

10. Copyright © 2008 John Wiley & Sons, Inc.1-10 What are organizations like as work settings? The core purpose of an organization is the creation of goods and services. Mission statements focus attention on the core purpose.

11. Copyright © 2008 John Wiley & Sons, Inc.1-11 What are organizations like as work settings? Strategy –comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors.

12. Copyright © 2008 John Wiley & Sons, Inc.1-12 Figure 1.2

13. Copyright © 2008 John Wiley & Sons, Inc.1-13 What are organizations like as work settings? Stakeholders –People, groups, and institutions having an interest in an organization’s performance –Interests of multiple stakeholders sometimes conflict

14. Copyright © 2008 John Wiley & Sons, Inc.1-14 What are organizations like as work settings? Organizational culture –the shared beliefs and values that influence the behavior of organizational members.

15. Copyright © 2008 John Wiley & Sons, Inc.1-15 Figure 1.3

16. Copyright © 2008 John Wiley & Sons, Inc.1-16 What are organizations like as work settings? Constructive culture –members are encouraged to work together in ways that meet higher order human needs Passive/defensive culture –members tend to act defensively in their working relationships Aggressive/defensive culture –members tend to act forcefully in their working relationships to protect their status and positions

17. Copyright © 2008 John Wiley & Sons, Inc.1-17 What are organizations like as work settings? Workforce diversity –describes the presence of individual differences based on gender, race and ethnicity, age, able- bodiedness, and sexual orientation

18. Copyright © 2008 John Wiley & Sons, Inc.1-18 What are organizations like as work settings? Multiculturalism –refers to pluralism and to respect for diversity and individual differences

19. Copyright © 2008 John Wiley & Sons, Inc.1-19 What is the nature of managerial work? Manager –someone whose job it is to directly support the work efforts of others Effective manager –one whose team consistently achieves its goals while members remain capable, committed, and enthusiastic

20. Copyright © 2008 John Wiley & Sons, Inc.1-20 What is the nature of managerial work? Task performance –quality and quantity of the work produced by the work unit as a whole Job satisfaction –how people feel about their work and the work setting

21. Copyright © 2008 John Wiley & Sons, Inc.1-21 What is the nature of managerial work? The management process. –Planning –Organizing –Leading –Controlling

22. Copyright © 2008 John Wiley & Sons, Inc.1-22 Figure 1.4

23. Copyright © 2008 John Wiley & Sons, Inc.1-23 What is the nature of managerial work? The nature of managerial work. –Managers work long hours. –Managers are busy people. –Managers are often interrupted. –Managerial work is fragmented and variable. –Managers work mostly with other people. –Managers spend a lot of time communicating.

24. Copyright © 2008 John Wiley & Sons, Inc.1-24 Figure 1.5

25. Copyright © 2008 John Wiley & Sons, Inc.1-25 What is the nature of managerial work? Managerial skills and competencies Skill –an ability to translate knowledge into action that results in a desired performance.

26. Copyright © 2008 John Wiley & Sons, Inc.1-26 What is the nature of managerial work? Technical skill –ability to perform specialized tasks Human skill –ability to work well with other people Conceptual skill –capacity to analyze and solve complex and interrelated problems

27. Copyright © 2008 John Wiley & Sons, Inc.1-27 What is the nature of managerial work? Emotional intelligence –ability to understand and deal with emotions Self-awareness Self-regulation Motivation Empathy Social skill

28. Copyright © 2008 John Wiley & Sons, Inc.1-28 What is the nature of managerial work? Moral Management Immoral manager Amoral manager Moral manager –Ethics mindfulness

29. Copyright © 2008 John Wiley & Sons, Inc.1-29 Figure 1.6

30. Copyright © 2008 John Wiley & Sons, Inc.1-30 How do we learn about organizational behavior? Learning –an enduring change in behavior that results from experience.

31. Copyright © 2008 John Wiley & Sons, Inc.1-31 How do we learn about organizational behavior? Life-long learning –learning continuously from day-to-day work experiences, advice from mentors and training seminars and workshops Organizational learning –process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances.

32. Copyright © 2008 John Wiley & Sons, Inc.1-32 Figure 1.7