1. © 2005 Prentice-Hall 1-1 Chapter 1 Introduction to Organizational Behavior Essentials of Organizational Behavior, 8/e Stephen P. Robbins

2. © 2005 Prentice-Hall 1-2 After reading this chapter, you should be able to: 1)Define Organizational Behavior (OB) 2)Identify the primary behavioral disciplines contributing to OB 3)Describe the three goals of OB 4)List the major challenges and opportunities for managers to use OB concepts 5)Describe how OB concepts can help make organizations more productive

3. © 2005 Prentice-Hall 1-3 After reading this chapter, you should be able to: 6)Discuss why workforce diversity has become an important issue in management 7)Explain how managers and organizations are responding to the problem of employee ethical dilemmas 8)Discuss how a knowledge of OB can help managers stimulate organizational innovation and change

4. © 2005 Prentice-Hall 1-4 Organizational Behavior - systematic study of the actions and attitudes that people exhibit within organizations

5. © 2005 Prentice-Hall 1-5 The field of OB seeks to replace intuitive explanations with systematic study

6. © 2005 Prentice-Hall 1-6 Systematic study - the use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect

7. © 2005 Prentice-Hall 1-7 Determinants of Employee Performance Productivity Absenteeism Turnover

8. © 2005 Prentice-Hall 1-8 Organizational citizenship Discretionary behavior Not part of an employee's formal job requirements Promotes the effective functioning of the organization

9. © 2005 Prentice-Hall 1-9 Examples of Organizational Citizenship Helping others on one's work team Volunteering for extra job activities Avoiding unnecessary conflicts Making constructive statements about one's work group and the overall organization

10. © 2005 Prentice-Hall 1-10 Job Satisfaction There’s a link between satisfaction and productivity. Satisfaction appears to be negatively related to absenteeism and turnover. Managers have a humanistic responsibility to provide their employees with jobs that are challenging, intrinsically rewarding, and satisfying.

11. © 2005 Prentice-Hall 1-11 Organization Consciously coordinated social unit Composed of two or more people Functions on a continuous basis to achieve a common goal Characterized by formal roles that define the behavior of its members

12. © 2005 Prentice-Hall 1-12 Psychology seeks to measure,explain, and change behavior Sociology studies people in relation to their fellow human beings Social psychology focuses on the influence of people on one another Anthropology is the study of societies to learn about human beings and their activities Political science is the study of the behavior of individuals and groups within a political environment Contributing Disciplines

13. © 2005 Prentice-Hall 1-13 Goals of Organizational Behavior Explain, predict, and control human behavior

14. © 2005 Prentice-Hall 1-14 Challenges and Opportunities for OB Typical employee is getting older More women and minorities in the workplace Global competition is requiring employees to become more flexible Historical loyalty-bonds that held many employees to their employers are being severed

15. © 2005 Prentice-Hall 1-15 Responding to Globalization Increased Foreign Assignments Working with People from Different Cultures Coping with Anti-Capitalism Backlash Overseeing Movement of Jobs to Countries with Low-cost Labor

16. © 2005 Prentice-Hall 1-16 Managing Diversity Workforce diversity - organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation

17. © 2005 Prentice-Hall 1-17 Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.

18. © 2005 Prentice-Hall 1-18 Improving Quality and Productivity Quality management Process reengineering

19. © 2005 Prentice-Hall 1-19 Quality Management 1)Intense focus on the customer 2)Concern for continual improvement 3)Improvement in the quality of everything the organization does 4)Accurate measurement 5)Empowerment of employees

20. © 2005 Prentice-Hall 1-20 Process Reengineering Evaluating process in terms of contribution to goals Inefficient processes thrown out and new systems introduced Redefines jobs and requires most employees to undergo training

21. © 2005 Prentice-Hall 1-21 OB Insights Improving People Skills Improving Customer Service Empowering People Working in Networked Organizations Stimulating Innovation and Change

22. © 2005 Prentice-Hall 1-22 OB Insights Coping with “Temporariness” Helping Employees Balance Work/Life Conflicts Declining Employee Loyalty Improving Ethical Behavior

23. © 2005 Prentice-Hall 1-23 Levels of OB Analysis Individual Level Group Level Organization System Level

24. © 2005 Prentice-Hall 1-24 Summary 1)Defined Organizational Behavior (OB) 2)Identified the primary behavioral disciplines contributing to OB 3)Described the three goals of OB 4)Listed the major challenges and opportunities for managers to use OB concepts 5)Described how OB concepts can help make organizations more productive

25. © 2005 Prentice-Hall 1-25 Summary 6)Discussed why workforce diversity has become an important issue in management 7)Explained how managers and organizations are responding to the problem of employee ethical dilemmas 8)Discussed how a knowledge of OB can help managers stimulate organizational innovation and change