ORGANIZATIONAL BEHAVIOR

OBJECTIVES LEARNING

AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTAT YOU WILL BE ABLE TO:
1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of OB. 4. List the major challenges and opportunities for managers to use OB concepts. 5. Identify the contributions made by major behavioral science disciplines to OB.

O B J E C T I V E S (contd) LEARNING

6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB.

What Managers Do

Managerial Activities Managerial Activities Make decisions Make decisions Allocate resources Allocate resources Direct activities of others Direct activities of others to attain goals to attain goals

Where Managers Work

Management Functions

Planning

Organizing

Management Functions
Controlling Leading

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Mintzbergs Managerial Roles

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1-1a

Mintzbergs Managerial Roles (contd)

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1-1b

Mintzbergs Managerial Roles (contd)

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1-1c

Management Skills

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management 1. Traditional management
Decision making, planning, and controlling Decision making, planning, and controlling

1. Communications 1. Communications
Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork

1. Human resource management 1. Human resource management

Motivating, disciplining, managing conflict, staffing, Motivating, disciplining, managing conflict, staffing, and training and training

1. Networking 1. Networking
Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others

Allocation of Activities by Time

EXHIBIT

1-2

Enter Organizational Behavior

Contributing Disciplines to the OB Field

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1-3a

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3b

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3c

Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3d

Contributing Disciplines to the OB Field (contd)

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1-3f

There Are Few Absolutes in OB

Contingency Variables

Challenges and Opportunity for OB (contd)

Improving People Skills and Customer Service Empowering People Coping with Temporariness Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior

Basic OB Model, Stage I

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1-6

The Dependent Variables

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

Independent Variables Individual-level variables:

The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels There are four other individual-level variables that have been shown to affect employee behaviour: Perception Individual decision making Learning Motivation

 Group-level variables: The behaviour of people in groups is more than the sum total of all the individuals acting in their own way. People behave differently in groups than they do when alone. People in groups are influenced by:
Acceptable standards of behaviour by the group Degree of attractiveness to each other Communication patterns Leadership and power Levels of conflict

 organisations system level variables

The design of the formal organisation, work processes, and jobs; the organisations human resource policies and practices, and the internal culture, all have an impact.

Summary and Implications for Managers Managers need to develop their interpersonal skills. OB is a field that investigates the impact of individuals, groups, and structure on an organisation. OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee citizenship and job satisfaction.