robbins ob13 ins ppt01

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Bob StretchSouthwestern College

Robbins & Judge

Organizational Behavior13th Edition

Chapter

What Is Organizational

Behavior?

1

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Chapter Learning Objectives

After studying this chapter you should be able to: – Demonstrate the importance of interpersonal skills in the

workplace.

– Describe the manager’s functions, roles, and skills.

– Define organizational behavior (OB.

– !how the value to OB of s"stematic stud".

– #dentif" the ma$or behavioral science disciplines that

contribute to OB.

– Demonstrate wh" there are few absolutes in OB.

– #dentif" the challenges and opportunities managers have inappl"ing OB concepts.

– %ompare the three levels of anal"sis in this book’s OB

model.




The Importance of InterpersonalSkills

nderstanding OB helps deter!ine !anager

effectiveness " is about doing the right things#

– &echnical and 'uantitative skills are important

– But leadership and communication skills are %#&#%)*

Organizational benefits of s$illed !anagers

– *ower turnover of 'ualit" emplo"ees

– +igher 'ualit" applications for recruitment

– Better financial performance

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What Managers Do

They get things done through other people.

%anage!ent Activities:

– ake decisions – )llocate resources

– Direct activities of others to attain goals

or$ in an organization – ) consciousl" coordinated social unit composed of two or

more people that functions on a relativel" continuous basis

to achieve a common goal or set of goals.

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Management Functions

Control

#ea

$rgani%e

Plan

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Management Functions !lan

" process that inclu#es#e$ning goals% establishingstrateg&% an# #evelopingplans to coor#inateactivities'

"s managers a#vance% the&#o this function more often'

Control

#ea

$rgani%e

Plan

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Management Functions Organi(e

Determining )hat tasks areto be #one% )ho is to #othem% ho) the tasks are tobe groupe#% )ho reports to)hom% an# )here #ecisions

are to be ma#e'

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Management Functions Lea#

" function that inclu#esmotivating emplo&ees%#irecting others% selectingthe most e*ective

communication channels%an# resolving con+icts'

It is about PEOPLE!

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Management Functions Control

Monitoring performance%comparing actualperformance )ithpreviousl& set goals% an#

correcting an& #eviation'




'iscovered ten !anagerial roles

(eparated into three groups:

– #nterpersonal

– #nformational

– Decisional

Mint(berg,s Managerial -oles

* + H I B I , 11




Mint(berg,s Managerial -olesInterpersonal

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©

1973 by H. Mintzberg. Reprinted by permission of Pearson Ed!ation.




Mint(berg,s Managerial -olesInformational






Mint(berg,s Managerial -olesDecisional



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.at(,s /ssential Management Skills

)echnical ($ills – &he abilit" to appl" specialized

knowledge or e-pertise

*u!an ($ills – &he abilit" to work with, understand,

and motivate other people, both

individuall" and in groups

+onceptual ($ills

– &he mental abilit" to anal"ze and

diagnose comple- situations

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Luthans, Stu#& of Managerial"ctivities

Is there a difference in frequency of managerial activitybetween effective and successful managers?

,our types of !anagerial activity:

– &raditional anagement

• Decisionmaking, planning, and controlling.

– %ommunication

• /-changing routine information and processing paperwork

– +uman esource anagement

•otivating, disciplining, managing conflict, staffing andtraining.

– 0etworking

• !ocializing, politicking, and interacting with others.

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Successful vs' /*ective "llocationb& Time

* + H I B I , 12

anagers who /roote aster weresuccessul3 i i4erent things than i

e4ective anagers those who i their 5obswell3

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Organi(ational 0ehavior

A field of study that investigates the

i!pact that individuals- groups-

and structure have on behavior

.ithin organizations- for the

purpose of applying such$no.ledge to.ard i!proving an

organization/s effectiveness0

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Intuition an# S&stematic Stu#&

two are complementary means of predicting behavi

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"n Outgro)th of S&stematic Stu#&1

EvidenceBased %anage!ent "EB%#

Basing !anagerial decisions on the best available

scientific evidence

Must think like scientists:




Managers Shoul# 2se "ll Three"pproaches

The trick is to know when to go with your gut.

– 1ack 2elsh

2ntuition is often based on inaccurate infor!ation

,addis! is prevalent in !anage!ent

(yste!atic study can be ti!econsu!ing

Use evidence as much as possible to inform your intuitionand experience. That is the promise of OB.




Contributing Disciplines

See * + H I B I , 1! or etails

Man& behavioral scienceshave contribute# to the#evelopment of Organi(ational0ehavior




!s&cholog&

)he science that see$s to !easure- eplain- and

so!eti!es change the behavior of hu!ans and other

ani!als0

nit of Analysis:

– #ndividual

+ontributions to OB:

– *earning, motivation, personalit", emotions, perception

– &raining, leadership effectiveness, $ob satisfaction

– #ndividual decision making, performance appraisal attitude

measurement

– /mplo"ee selection, work design, and work stress




Social !s&cholog&

An area .ithin psychology that blends concepts fro!

psychology and sociology and that focuses on the

influence of people on one another0

nit of Analysis:

– 3roup


– Behavioral change

– )ttitude change

– %ommunication

– 3roup processes

– 3roup decision making

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Sociolog&

nit of Analysis:

Organizational (yste!


– 3roup d"namics

– 2ork teams

– %ommunication – 4ower

– %onflict

– #ntergroup behavior

4roup

– 5ormal organization theor"

– Organizational technolog"

– Organizational change – Organizational culture

)he study of people in relation to their fello. hu!an

beings0

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"nthropolog&

nit of Analysis:

Organizational (yste!


– Organizational culture

– Organizational environment

4roup

– %omparative values

– %omparative attitudes

– %rosscultural anal"sis

)he study of societies to learn about hu!an beings and

their activities0

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Fe) "bsolutes in O0

(ituational factors that !a$e the !ain relationship

bet.een t.o variables change5e0g0- the relationship

!ay hold for one condition but not another0

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Challenges an# Opportunities for O0

esponding to !lobalization

Managing "orkforce #iversity

2!proving 6uality and 7roductivity

2!proving +usto!er (ervice

2!proving 7eople ($ills

(ti!ulating 2nnovation and +hange

+oping .ith 8)e!porariness9

or$ing in et.or$ed Organizations

*elping E!ployees Balance or$;ife +onflicts +reating a 7ositive or$ Environ!ent

2!proving Ethical Behavior

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-espon#ing to 3lobali(ation

2ncreased foreign

assign!ents

or$ing .ith people fro!

different cultures

+oping .ith anticapitalis!

bac$lash

Overseeing !ove!ent of

<obs to countries .ith lo.

cost labor

%anaging people during the

.ar on terror

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Managing Workforce Diversit&

The people in organizations are becoming more

heterogeneous demographically

– /mbracing diversit"

– %hanging 6.!. demographics

– %hanging management philosoph"

– ecognizing and responding to differences

See * + H I B I , 1"




Developing an O0 Mo#el

A model is an abstraction of reality: a si!plified

representation of so!e real.orld pheno!enon0

Our OB !odel has three levels of analysis

– /ach level is constructed on the prior level

* + H I B I , 1&

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T&pes of Stu#& 4ariables

2ndependent "=#

– &he presumed cause of the

change in the dependent

variable (7.

– &his is the variable that OB

researchers manipulate to

observe the changes in 7.

6e/enent 73

– &his is the response to 8 (the

independent variable.

– #t is what the OB researchers

want to predict or e-plain.

– &he interesting variable9




Interesting O0 Depen#ent 4ariables

7roductivity

– &ransforming inputs to outputs at lowest cost. #ncludes the

concepts of effectiveness (achievement of goals and

efficiency (meeting goals at a low cost.

Absenteeis!

– 5ailure to report to work – a huge cost to emplo"ers.

)urnover

– :oluntar" and involuntar" permanent withdrawal from an

organization.

'eviant or$place Behavior – :oluntar" behavior that violates significant organizational

norms and thereb" threatens the wellbeing of the

organization and;or an" of its members.




More Interesting O0 Depen#ent4ariables Organizational +itizenship Behavior "O+B#

– Discretionar" behavior that is not part of an emplo"ee’s

formal $ob re'uirements, but that nevertheless promotes the

effective functioning of the organization.

Job (atisfaction

– ) general attitude (not a behavior toward one’s $ob< a

positive feeling of one=s $ob resulting from an evaluation of

its characteristics.

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The In#epen#ent 4ariables

The independent variable $%& can be at any of these three

levels in this model:

2ndividual

– Biographical characteristics, personalit" and emotions,

values and attitudes, abilit", perception, motivation,

individual learning and individual decision making.

4roup

– %ommunication, group decision making, leadership and

trust, group structure, conflict, power and politics, and work

teams.Organization (yste!

– Organizational culture, human resource policies and

practices, and organizational structure and design.

1-!"© 2009 Prentice-Hall Inc. All rightsreserve.



Summar& an# ManagerialImplications %anagers need to develop their interpersonal s$ills to

be effective0

OB focuses on ho. to i!prove factors that !a$e

organizations !ore effective0

)he best predictions of behavior are !ade fro! a

co!bination of syste!atic study and intuition0

(ituational variables !oderate causeandeffect

relationships @ .hich is .hy OB theories are

contingent0

)here are !any OB challenges and opportunities for

!anagers today0

)he tetboo$ is based on the contingent OB !odel0

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All rights reserved0 o part of this publication !ay be reproduced-stored in a retrieval syste!- or trans!itted- in any for! or by any!eans- electronic- !echanical- photocopying- recording- or other.ise-.ithout the prior .ritten per!ission of the publisher0 7rinted in thenited (tates of A!erica0

+opyright CCD 7earson Education- 2nc07ublishing as 7rentice *all

robbins ob13 ins ppt01

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