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- 1. Chapter 1 Robbins & Judge Robbins & Judge Organizational Behaviour Organizational Behaviour Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-1
- 2. What is Organizational Behaviour What is Organizational Behaviour ï After studying this chapter you should be able to: â Demonstrate the importance of interpersonal skills in the workplace. â Describe the managerâs functions, roles, and skills. â Define organizational behavior (OB). â Show the value to OB of systematic study. â Identify the major behavioral science disciplines that contribute to OB. â Demonstrate why few absolutes apply to OB. â Identify the challenges and opportunities managers have in applying OB concepts. â Compare the three levels of analysis in this bookâs OB model. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-2
- 3. The Importance of Interpersonal Skills The Importance of Interpersonal Skills ï Understanding OB helps determine manager effectiveness â Technical and quantitative skills are important â But leadership and communication skills are CRITICAL ï Organizational benefits of skilled managers â Lower turnover of quality employees â Higher quality applications for recruitment â Better financial performance Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-3
- 4. What Managers Do What Managers Do ï They get things done through other people. ï Management Activities: â Make decisions â Allocate resources â Direct activities of others to attain goals ï Work in an organization â 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-4
- 5. Management Functions Management Functions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-5
- 6. Mintzbergâs Managerial Roles Mintzbergâs Managerial Roles ï Discovered ten managerial roles ï Separated into three groups: â Interpersonal â Informational â Decisional E X H I B I T 1â1 E X H I B I T 1â1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-6
- 7. Mintzbergâs Managerial Roles: Interpersonal Mintzbergâs Managerial Roles: Interpersonal Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-7
- 8. Mintzbergâs Managerial Roles: Informational Mintzbergâs Managerial Roles: Informational Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-8
- 9. Mintzbergâs Managerial Roles: Decisional Mintzbergâs Managerial Roles: Decisional Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-9
- 10. Essential Management Skills Essential Management Skills ï Technical Skills â The ability to apply specialized knowledge or expertise ï Human Skills â The ability to work with, understand, and motivate other people, both individually and in groups ï Conceptual Skills â The mental ability to analyze and diagnose complex situations Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-10
- 11. Luthansâ Study of Managerial Activities Luthansâ Study of Managerial Activities ï Four types of managerial activity: â Traditional Management âą Decision making, planning, and controlling â Communication âą Exchanging routine information and processing paperwork â Human Resource Management âą Motivating, disciplining, managing conflict, staffing and training â Networking âą Socializing, politicking, and interacting with others Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-11
- 12. Successful vs. Effective Allocation by Time 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) E X H I B I T 1â2 E X H I B I T 1â2 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-12
- 13. Organizational Behavior 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 organizationâs effectiveness. It is an interdisciplinary field that includes sociology, psychology, communication, and management. Organizational behavior complements organizational theory, which focuses on organizational and intra-organizational topics, and complements human resource studies, which is more focused on everyday business practices Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-13
- 14. Intuition and Systematic Study Intuition and Systematic Study The two are complementary means of predicting behavior. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-14
- 15. An Outgrowth of Systematic Study⊠An Outgrowth of Systematic Study⊠Evidence-Based Management (EBM) Basing managerial decisions on the best available scientific evidence Must think like scientists: Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-15
- 16. Managers Should Use All Three Approaches Managers Should Use All Three Approaches The trick is to know when to go with your gut. â Jack Welsh ï Intuition is often based on inaccurate information ï Faddism is prevalent in management ï Systematic study can be time consuming Use evidence as much as possible to inform your intuition and experience. That is the promise of OB. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-16
- 17. Contributing Disciplines Contributing Disciplines Many behavioral sciences have contributed to the development of Organizational Behavior See E X H I B I T 1â3 for details See E X H I B I T 1â3 for details Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-17
- 18. Psychology Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. ïUnit of Analysis: â Individual ïContributions to OB: â Learning, motivation, personality, emotions, perception â Training, leadership effectiveness, job satisfaction â Individual decision making, performance appraisal attitude measurement â Employee selection, work design, and work stress Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-18
- 19. Social Psychology Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. ïUnit of Analysis: â Group ïContributions to OB: â â â â â Behavioral change Attitude change Communication Group processes Group decision making Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-19
- 20. Sociology Sociology The study of people in relation to their fellow human beings. ïUnit of Analysis: -- Organizational System -- Group ï Contributions to OB: â â â â â â Group dynamics Work teams Communication Power Conflict Intergroup behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall â â â â Formal organization theory Organizational technology Organizational change Organizational culture 1-20
- 21. Anthropology Anthropology The study of societies to learn about human beings and their activities. ïUnit of Analysis: -- Organizational System -- Group ï Contributions to OB: â Organizational culture â Organizational environment Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall â Comparative values â Comparative attitudes â Cross-cultural analysis 1-21
- 22. Few Absolutes in OB Few Absolutes in OB Situational factors that make the main relationship between two variables changeâe.g., the relationship may hold for one condition but not another. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-22
- 23. Challenges and Opportunities for OB Challenges and Opportunities for OB ï ï ï ï ï ï ï ï ï ï ï ï Responding to Economic Pressures Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with âTemporarinessâ Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment Improving Ethical Behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-23
- 24. Responding to Economic Pressures Responding to Economic Pressures ï What do you do during difficult economic times? â Effective management is critical during hard economic times. â Managers need to handle difficult activities such as firing employees, motivating employees to do more with less and working through the stress employees feel when they are worrying about their future. â OB focuses on issues such as stress, decision making, and coping during difficult times. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-24
- 25. Responding to Globalization Responding to Globalization ï Increased foreign assignments ï Working with people from different cultures ï Overseeing movement of jobs to countries with lowcost labor Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-25
- 26. Managing Workforce Diversity Managing Workforce Diversity ï The people in organizations are becoming more heterogeneous demographically â â â â Embracing diversity Changing demographics Changing management philosophy Recognizing and responding to differences See E X H I B I T 1â4 See E X H I B I T 1â4 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-26
- 27. Developing an OB Model Developing an OB Model ï A model is an abstraction of reality â a simplified representation of some real-world phenomenon. ï Our OB model has three levels of analysis â Each level is constructed on the prior level E X H I B I T 1-4 E X H I B I T 1-4 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-27
- 28. Types of Study Variables Types of Study Variables Independent (X) â The presumed cause of the change in the dependent variable (Y). â This is the variable that OB researchers manipulate to observe the changes in Y. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Dependent (Y) â This is the response to X (the independent variable). â It is what the OB researchers want to predict or explain. â The interesting variable! 1-28
- 29. Interesting OB Dependent Variables Interesting OB Dependent Variables ï Productivity â Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost). ï Absenteeism â Failure to report to work â a huge cost to employers. ï Turnover â Voluntary and involuntary permanent withdrawal from an organization. ï Deviant Workplace Behavior â Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-29
- 30. More Interesting OB Dependent Variables More Interesting OB Dependent Variables ï Organizational Citizenship Behavior (OCB) â Discretionary behavior that is not part of an employeeâs formal job requirements, but that nevertheless promotes the effective functioning of the organization. ï Job Satisfaction â A general attitude (not a behavior) toward oneâs job; a positive feeling of one's job resulting from an evaluation of its characteristics. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-30
- 31. The Independent Variables The Independent Variables The independent variable (X) can be at any of these three levels in this model: ïIndividual â Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning, and individual decision making ïGroup â Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams ïOrganization System â Organizational culture, human resource policies and practices, and organizational structure and design Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-31
- 32. OB Model OB Model Dependent Variables (Y) Independent Variables (X) E X H I B I T 1â5 E X H I B I T 1â5 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-32
- 33. Summary and Managerial Implications Summary and Managerial Implications ï Managers need to develop their interpersonal skills to be effective. ï OB focuses on how to improve factors that make organizations more effective. ï The best predictions of behavior are made from a combination of systematic study and intuition. ï Situational variables moderate cause-and-effect relationships, which is why OB theories are contingent. ï There are many OB challenges and opportunities for managers today. ï The textbook is based on the contingent OB model. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-33
- 34. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-34
Hinweis der Redaktion
- Managers need a whole cadre of skills to create a productive workplace, including technical and quantitative skills. However, leadership and communication skills are critical to organizational success. When managers have solid interpersonal skills, there are positive work outcomes for the organization. These outcomes include lower turnover of strong employees, improved recruitment pools for filling employment positions, and a better bottom line.
- The job of managers is not to just accomplish the task, but to accomplish the task through other people. In order to facilitate that process, managers must make decisions, allocate resources, and direct activities toward the desired outcomes. Managers do this in the context of 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.
- There are four main functions that fall under the purview of managers. The first is the planning function. This function includes defining an organizationâs goals, developing a strategy for achieving those goals, and coordinating a comprehensive set of plans to implement the strategy. The next function is organizing. This function sets forth 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 made. The third function is leading. This function looks at the managerâs job to direct and coordinate the people within their area of influence. The final function is controlling. The controlling process ensures that things are going as they should by monitoring performance. The manager should compare the results of that monitoring with the goals that have been set. The manager must take this information and determine if the goals need to be adjusted or if adjustments need to be made to the way the organization is attempting to meet the goals.
- Henry Mintzberg did a study of five executives to determine what was included in their jobs. Based on his observations, Mintzberg found that managers perform ten different sets of behaviors in their work. These behaviors fall under three main roles â interpersonal, informational, and decisional.
- Interpersonal roles include a subset of roles including figurehead, leader, and liaison roles. A manager serves as a figurehead when they are performing duties that are routine or social in nature. All managers also serve in a leadership role, including hiring, training, motivating, and disciplining employees. The final role that falls under the interpersonal grouping is the liaison; this is when the manager must maintain a network who will work with them on gaining information and relationships.
- The second grouping is informational roles. Within this category, we find the role of monitor, when a manager has to gather and organize a wide variety of information. The manager then must decide what information is important and what information is necessary for their team members; this translates into the role of the disseminator. Finally, when the manager is responsible for giving information to outsiders, they fall into the role of the spokesperson.
- The final managerial role grouping is decisional, requiring managers to make decisions. In this role grouping, a manager must serve as an identifier of opportunities, filling the entrepreneur role. They are also responsible for taking corrective action when necessary and being the role of disturbance handler. Managers also need to make decisions about how to allocate resources to support organizational goals. Finally, they must represent their unit or organization to bargain and obtain advantages for their own area in their role as negotiator.
- There are three main areas of essential managerâs skills that help us gain a better understanding of what managers do. The first group is technical skills where the manager is called upon to apply specialized knowledge or expertise. The second group is human skills in which the manager must exhibit a strong competency in working with others and motivating them toward organizational goals. The final group is conceptual skills where the manager needs the mental ability to analyze and diagnose complex problems and situations.
- A group of researchers, led by Fred Luthans, researched the link between managerial activity and managerial success. They looked at four types of managerial activity. These activities included traditional management, which is made up of decision making, planning, and controlling; Communication consisting of the exchange of information; Human Resource Management that incorporates motivation, discipline, and training; and Networking which utilizes socializing and politicking.
- What they found was that the link was not necessarily evident. With successful (defined as speed of promotion) managers, it was determined that networking was the most important activity. Effective managers (defined as quality and quantity of performance and satisfaction of their employees) relied more on communication as the largest contributor to their effectiveness.
- The look at managerial activity brings forth the importance of people skills in effective management. The field of organizational behavior is the study of âpeople skillsâ in that it looks at the impact that individuals, groups, and structures have on behavior within organizations.
- Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior, we can enhance our effectiveness. When we talk about engaging in a systematic study, we are talking about looking at relationships. By doing so we can better determine cause and effect and then by applying scientific evidence to our conclusions, we are better able to predict behavior. It is not an either/or relationship, rather intuition and systematic study can work effectively together to predict behavior.
- Evidence-based management (EBM) complements systematic study by applying scientific evidence to managerial decisions.
- It is important that managers know how to balance the amount of information to gather, their past experiences, and their intuition in the decision-making process. There are negatives associated with all three approaches. It is the managerâs job to make the best decisions possible by accessing as much evidence as possible while remaining efficient.
- Organizational Behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology and Anthropology.
- Psychology focuses on the individual level by seeking to measure, explain, and sometimes change behaviors in individuals. This area of study offers insights in such areas as learning, training, decision making, and employee selection.
- Social Psychology moves beyond individual analysis to look at group behavior and how individuals can influence on another. It blends together sociology and psychology and looks primarily at change, communication, and group interactions.
- Sociology looks at the relationship between individuals and their environment. Sociologistsâ main contribution to OB is through offering a better understanding of group behavior. It looks more at how a group operates within an organizational system. One key area that sociologists contribute to in OB is culture, a key factor in OB studies.
- An Anthropologist studies societies to learn about the human beings and their activities. They help us understand the differences between different groups in terms of their values, attitudes, and behaviors.
- There are few absolutes in organizational behavior. When making decisions, you must always take into account situational factors that can change the relationship between two variables. For example, as seen in this chart, one message from a boss in an American culture can mean a completely different thing in another culture. It is always important to take context into account.
- In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen.
- During economic difficulties, the need for effective managers is heightened. Anyone can manage during good times; it is much tougher to manage through economic struggles. Often when there are economic pressures, managers are forced to make decisions based on resource constraints. These situations may include laying off employees, motivating employees when there are limited resources, and encouraging employees when they are stressed about their futures.
- Organizations now exist in an environment with no national borders. As a result, the managerâs job has changed. They need to have a broader perspective when making decisions. As foreign assignments increase. you will need to be able to manage a workforce that is different than what you may be used to and may bring different needs, aspirations and attitudes to the workplace. You will also have individuals coming to work in your own country that come from different cultures and you will need to find ways to accommodate their needs and help them assimilate to your workplace culture. You may also need to do the difficult task of moving jobs outside of your country to a country with lower labor costs. This is a difficult process logistically but also emotionally for the workers who will be losing their jobs.
- As the borders are disappearing, we are seeing more and more heterogeneity in the workplace. Managers today need to embrace diversity and find ways to manage it effectively. The changing demographics have shifted management philosophy in a way that recognizes and utilizes differences to create productivity, profitability, and welcoming cultures.
- In Organizational Behavior (OB), we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the individual level. At this level we look at individual behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals so we analyze the organization at a systems level.
- The dependent variable is the key factor that you want to explain or predict. The independent variable is the factor that affects change in the dependent variable. By seeing how X impacts Y we will be able to better predict behavior.
- Some key variables that we are concerned about when studying organizations are work outcome variables. These include productivity, absenteeism, turnover, and deviant workplace behavior.
- Additional behaviors we want to more fully understand are organizational citizenship behavior (OCB) and job satisfaction. OCB is the discretionary behavior of the employee that is not a formal job requirement, but still helps to enhance work outcomes. This could include team building activities, noticing flaws in the work process, or covering for a sick colleague. Job satisfaction is the general attitude toward the job.
- When utilizing the OB model, it is important to understand that the independent variable can be at any of the three levels, individual, group, or organization.
- This graph is a pictorial representation of the OB Model. It breaks out the three levels where independent variables will be found and shows a sampling of the dependent variables in which there is interest in the field of study called Organizational Behavior.
- The OB Model is critical to your understanding of how organizations behave. The remainder of this book we will be utilizing that model to look at behavior on an individual, group, and organizational level.