WHAT IS ORGANIZATIONAL BEHAVIOR

1-0

Learning Objectives
After studying this chapter you should be able to:
Demonstrate the importance of interpersonal skills in the workplace. Describe the managers functions, roles, and skills. Define organizational behavior (OB). Show the value to OB of systematic study. Identify the major behavioral science disciplines that contribute to OB. Demonstrate why there are few absolutes in OB. Identify the challenges and opportunities managers have in applying OB concepts. Compare the three levels of analysis in this books OB model.
1-1

The Importance of Interpersonal Skills

Understanding OB helps determine manager effectiveness
Technical and quantitative skills are important But leadership and communication skills are CRITICAL

Organizational benefits of skilled managers

Lower turnover of quality employees Higher quality applications for recruitment Better financial performance

1-2

What Managers Do
They get things done through other people. Management Activities:
Make decisions Allocate resources Direct activities of others to attain goals

Work in an organization
A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
1-3

Management Functions

Control

Plan
Organize

Lead

1-4

Management Functions: Plan

Control

Plan
Organize

Lead

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. As managers advance, they do this function more often.

1-5

Management Functions: Organize

Control

Plan

Lead

Organize

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

1-6

Management Functions: Lead

Control

Plan
Organize

Lead

A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. It is about PEOPLE!
1-7

Management Functions: Control

Control
Lead
Organize Lead

Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.

1-8

Mintzbergs Managerial Roles

Discovered ten managerial roles Separated into three groups:
Interpersonal Informational Decisional

1-9

Mintzbergs Managerial Roles: Interpersonal

1-10

Mintzbergs Managerial Roles: Informational

1-11

Mintzbergs Managerial Roles: Decisional

1-12

Katzs Essential Management Skills

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
1-13

Luthans Study of Managerial Activities

Is there a difference in frequency of managerial activity between effective and successful managers? Four types of managerial activity:
Traditional Management
Decision-making, planning, and controlling.

Communication
Exchanging routine information and processing paperwork

Human Resource Management

Motivating, disciplining, managing conflict, staffing and training.

Networking
Socializing, politicking, and interacting with others.
1-14

Successful vs. Effective Allocation by Time

Managers who promoted faster (were successful) did different things than did effective managers (those who did their jobs well)

1-15

Roles and Functions of Nurse Managers

Six Roles and Functions of the Nurse Manager, Who Is Accountable for: Excellence in the clinical practice of nursing and the delivery of patient care on a selected unit or area within the health care institution Managing human, fiscal, and other resources needed to manage clinical nursing practice and patient care

Roles and Functions of Nurse Managers

Facilitating development of licensed and unlicensed nursing and health care personnel Ensuring institutional compliance with professional, regulatory, and government standards of care Strategic planning as it relates to the unit(s) or area(s), department, and organization as a whole Facilitating cooperative and collaborative relationships among disciplines/departments to ensure effective, quality patient care delivery

Levels of Management

First-Level Management Middle-Level Management Upper-Level Management Charge Nurse Staff Nurse

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 organizations effectiveness.

1-19

Intuition and Systematic Study

Gut feelings Individual observation Commonsense

Intuition

Systematic Study

Looks at relationships Scientific evidence Predicts behaviors

The two are complementary means of predicting behavior.

1-20

An Outgrowth of Systematic Study

Evidence-Based Management (EBM)
Basing managerial decisions on the best available scientific evidence
Must think like scientists:

Pose a managerial question

Search for best available evidence

Apply relevant information to case

1-21

Managers Should Use All Three Approaches

The trick is to know when to go with your gut. Jack Welsh Intuition is often based on inaccurate information Faddism is prevalent in management Systematic study can be time-consuming Use evidence as much as possible to inform your intuition and experience. That is the promise of OB.

1-22

Contributing Disciplines
Many behavioral sciences have contributed to the development of Organizational Behavior

Psychology

Social Psychology

Sociology

Anthropology

1-23

Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Unit of Analysis:
Individual

Contributions to OB:
Learning, motivation, personality, emotions, perception Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal attitude measurement Employee selection, work design, and work stress
1-24

Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Unit of Analysis:
Group

Contributions to OB:
Behavioral change Attitude change Communication Group processes Group decision making
1-25

Sociology
The study of people in relation to their fellow human beings. Unit of Analysis:
-- Organizational System -- Group

Contributions to OB:
Group dynamics Work teams Communication Power Conflict Intergroup behavior Formal organization theory Organizational technology Organizational change Organizational culture

1-26

Anthropology
The study of societies to learn about human beings and their activities. Unit of Analysis:
-- Organizational System -- Group Comparative values Comparative attitudes Cross-cultural analysis

Contributions to OB:
Organizational culture Organizational environment

1-27

Few Absolutes in OB
Situational factors that make the main relationship between two variables changee.g., the relationship may hold for one condition but not another.
Contingency Variable (Z)
In American Culture In Iranian or Australian Cultures

Independent Variable (X)

Dependent Variable (Y)

Boss Gives Thumbs Up Sign

Understood as Complimenting

Boss Gives Thumbs Up Sign

Understood as Insulting - Up Yours!

1-28

Challenges and Opportunities for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity 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
1-29

Responding to Globalization
Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with lowcost labor Managing people during the war on terror

1-30

Managing Workforce Diversity

The people in organizations are becoming more heterogeneous demographically
Embracing diversity Changing Philippine demographics Changing management philosophy Recognizing and responding to differences
Disability
Domestic Partners Race NonChristian Gender Age National Origin

1-31

Developing an OB Model
A model is an abstraction of reality: a simplified representation of some real-world phenomenon. Our OB model has three levels of analysis
Each level is constructed on the prior level

1-32

Types of Study Variables

Independent (X)
The presumed cause of the change in the dependent variable (Y). This is the variable that OB researchers manipulate to observe the changes in Y.

Dependent (Y)
This is the response to X (the independent variable). It is what the OB researchers want to predict or explain. The interesting variable!

Predictive Ability

1-33

Interesting OB Dependent Variables

Productivity
Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).

Absenteeism
Failure to report to work a huge cost to employers.

Turnover
Voluntary and involuntary permanent withdrawal from an organization.

Deviant Workplace Behavior

Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.
1-34

More Interesting OB Dependent Variables

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.

Job Satisfaction
A general attitude (not a behavior) toward ones job; a positive feeling of one's job resulting from an evaluation of its characteristics.

1-35

The Independent Variables

The independent variable (X) can be at any of these three levels in this model: Individual
Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making.

Group
Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams.

Organization System
Organizational culture, human resource policies and practices, and organizational structure and design.
1-36

Outcomes Management Model

PHASE ONE: Identify clinical problem -Identify baseline process contributors -Identify population contributors Identify desired outcome(s) Identify instruments and data sources Build database for project PHASE TWO: Review and critically appraise evidence. Synthesize findings and analyze gap between evidence-based and current practice Identify stakeholders in practice change Negotiate adoption of new practice(s) Develop methods to support standardization of new practice(s) (e.g. protocols, order sets)

Measure Baseline

Adopt New Standard

Outcomes Management Model

PHASE THREE: Educate clinicians and other stakeholders about new practice(s) to be adopted Role model new practice(s) and serve as resource to troubleshoot processes Measure reliability of methods and implement refinements as needed Finalize process and outcome measurement methods PHASE FOUR: Close data collection cycle Statistically analyze effect of new practice(s) on clinical problem/desired outcome(s) Share findings of analyses with interdisciplinary stakeholders; identify confounders and reanalyze as needed Identify opportunities for additional improvement

Begin Data Collection

Return to Phase Two

OB Model

Dependent Variables (Y)

Three Levels

Independent Variables (X)

1-39

Caring Theory for Nursing Administration

Dichotomies Involved in Nursing Administration

Nursing Administration as Nestled within Nursing Practice

Summary and Managerial Implications

Managers need to develop their interpersonal skills to be effective. OB focuses on how to improve factors that make organizations more effective. The best predictions of behavior are made from a combination of systematic study and intuition. Situational variables moderate cause-and-effect relationships which is why OB theories are contingent. There are many OB challenges and opportunities for managers today. Lecture is based on the contingent OB model.
1-43