• Separated into three groups:
• Interpersonal
• Informational
• Decisional
Mintzberg’s Managerial Roles:
Entrepreneur
Monitor
Figurehead
Distur
Negoti bance
ator handle
r
Spokesperson Disseminator
Leader Liaison
Resource
allocator
Technical 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
Organizational benefits of skilled managers
1‐5
We are a company built by engineers for engineers.” And most
engineers want to spend their time designing and debugging, not
communicating with bosses or supervising other workers’ progress.
software engineer
• Since the early days of Google, people throughout the company have questioned the value of
managers.
As the company grew, the founders soon realized that managers contributed in many
other, important ways—for instance, by
• communicating strategy,
• helping employees prioritize projects,
• facilitating collaboration,
• supporting career development
• ensuring that processes and systems aligned with company goals
High-scoring managers
• Less turnover on their teams than the others did
• (From “Competitive Advantage Through
People” by Jeffrey Pfeffer)
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.
Organizational Behavior
What is an Organization?
A structured social system consisting of groups and
individuals working together to meet some agreed‐
upon objectives.
•Systematic Study
Systematic Study
• Looks at
relationships
Systematic • Scientific
Study evidence
• Predicts
behaviors
1‐14
An Outgrowth of Systematic Study…
Evidence-Based Management (EBM)
1‐15
• Professor Pfeffer summarized the status of organizational behavior approach to real
world management as a “one‐eight” situation
• Roughly half of today’s managers really believe and buy into the importance of the human side of
enterprise and that the people are truly the competitive advantage of their organizations
• Only about one half of those who believe really do something about it
• Only about one fourth are fully implementing the high performance practices that flow from
organizational behavior theory and research
• Most organizations have tried one or a few of the approaches, but only about a fourth fully
implement the whole approach
• Only about one one‐half of the one‐fourth who implement the approach stick with it over time
• These one eighth organizations are world class, the best in the world‐
such as General Electric, Southwest airlines, Google, Gallup, and SAS
Contributing Disciplines
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior
Psychology
Social
Psychology
Sociology Anthropology
1‐17
An Historical Perspective of the Field
Scientific Management
The Human Relation Movement
Contemporary Management‐ The Contingency
Approach
Contemporary scholars and managers recognize the merits of both
approaches
Classical approach – role of control and coordination in getting
organizations to achieve their goals
Human relations – addressed the need of flexibility and adaptability
Contemporary scholars – management approaches need to be tailored
to fit the situation
Contemporary Management‐ The
Contingency Approach (cont.)
• Human behavior is very complex
• No simple set of laws of organizational Behavior
• General answer to many questions
•”It Depends”
Contemporary Management‐ The
Contingency Approach (cont.)
Organizations are dynamic and always
changing
Contingency variables: “It Depends!”
Situational factors that make the main relationship
between two variables change—e.g., the
relationship may hold for one condition but not
another
In Country 1 x May be related to y
In Country 2 x May NOT be related to y
Some Outcome Variables
• Productivity
• Organizational Citizenship Behavior (OCB)
• Job Satisfaction
• Absenteeism
• Turnover/attrition
• Deviant Workplace Behavior
The Dependent Variables
(Cont.)
Productivity
A performance measure that includes
effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
Meeting goals at a low cost
The Dependent Variables
Organizational Citizenship Behavior
(OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization
Examples
• Willingness to support,
• cooperation and collaboration among
colleagues,
• taking initiative,
• sharing the ideas,
• speaking positive about the organization
The Dependent Variables
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics
Absenteeism
The failure to report to work
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization
Impact of Attrition
• Decreased productivity.
• Replacement costs of employees who have left the organization.
• Expense in time and money for training new employees.
• Costs of recruiting and hiring new employees.
• Costs of workflow interruptions when employees leave.
• Decline in the quality of service.
• Loss of expertise and business opportunities.
• Impact on job satisfaction and morale of remaining employees.
• Corporate image.
http://www.shrm.org/hrdisciplines/staffingmanagement/articl
es/pages/cms_017882.aspx
Challenges and Opportunities for OB
The major challenges and opportunities are:
• Responding to Economic Pressures
• Responding to Globalization
• Managing Workforce Diversity
• Improving Customer Service
• Improving People Skills
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work‐Life Conflicts
• Creating a Positive Work Environment
• Improving Ethical Behavior
• Social Media
Managing Workforce Diversity
• “Diversity must be recognized and nurtured as the organization’s
greatest asset, and the ability to attract and work with diverse talent
must be seen as critical competitive advantage”
Business week, September 22, 2008
• “Organizational diversity initiatives should not simply focus on getting
people of color and women in the door, but embracing an inclusive
Head of SHRM
culture to maintain these people”
Why diversity matters?
• New research makes it increasingly clear that companies with more
diverse workforces perform better financially.
January 2015 | by Vivian Hunt, Dennis Layton, and Sara Prince
http://www.mckinsey.com/insights/organization/why_diversity_matters