Chapter 1Organizational Behavior- An Overview

After studying this chapter, you shouldbe able to:Describe what managers doDefine organizational behavior (OB)Explain the value of the systematic study of OBIdentify the contributions made by major behavioral science disciplines to OBList the major challenges and opportunities for managers to use OB conceptsL E A R N I N G O B J E C T I V E S

Effective Versus Successful Managerial Activities (Luthans)Traditional ManagementDecision making, planning, and controllingCommunicationExchanging routine information and processing paperworkHuman Resource ManagementMotivating, disciplining, managing conflict, staffing, and trainingNetworkingSocializing, politicking, and interacting with others

Allocation of Activities by Time

Enter Organizational BehaviorA 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 organizations effectivenessA Systematic study and careful knowledge about people- as individual or as group- act within organization.

What is OB:

Complementing Intuition with Systematic StudySystematic StudyLooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. (Event Based Management)Provides a means to predict behaviorsIntuitionfeelings which are not necessarily supported by research or facts.

Nature of People (Fundamentals of OB) Individual DifferencesPerceptionWhole PersonMotivated BehaviorDesire to involveValue of person (Extracted from Organizational Behavior- Behavior at workplace by John Newstrom)

Goals of Organizational BehaviorDescribe Understand PredictControl(Extracted from Organizational Behavior- Behavior at workplace by John Newstrom)

Forces Affecting OB (Extracted from Organizational Behavior- Behavior at workplace by John Newstrom)

Challenges and Opportunities for OBResponding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesOverseeing movement of jobs to countries with low-cost laborManaging Workforce DiversityEmbracing diversityChanging demographic patternImplications for managersRecognizing and responding to differences

Major Workforce Diversity CategoriesRaceReligionNational OriginAgeDisabilityE X H I B I T 14Gender

Challenges and Opportunities for OB (contd)Improving Quality and ProductivityQuality management (QM)Process reengineeringResponding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workersImproving Customer ServiceIncreased expectation of service qualityCustomer-responsive cultures

What Is Quality Management?Intense focus on the customer satisfactionConcern for continuous improvement Improvement in the quality of everything the organization doesAccurate measurement Empowerment of employees E X H I B I T 16

Challenges and Opportunity for OB (contd)Improving people skillsEmpowering peopleStimulating innovation and changeCoping with temporarinessWorking in networked organizationsHelping employees balance work/life conflictsImproving ethical behaviorManaging people during the war on terrorism

Basic OB Model, Stage IE X H I B I T 1-6ModelAn abstraction of realityA simplified representation of some real-world phenomenon

The Dependent VariablesDependent VariableA response that is affected by an independent variable (what organizational behavior researchers try to understand)

The Dependent Variables (contd)ProductivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low cost

The Dependent Variables (contd)AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organization

The Dependent Variables (contd)Deviant Workplace BehaviorVoluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members

The Dependent Variables (contd)Organizational Citizenship Behavior (OCB)Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization

The Dependent Variables (contd)Job SatisfactionA general attitude (not a behavior) toward ones job; a positive feeling of one's job resulting from an evaluation of its characteristics

The Independent VariablesIndependent Variables Can BeIndependent VariableThe presumed cause of some change in the dependent variable; major determinants of a dependent variable

Basic OB Model, Stage IIE X H I B I T 1-7

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