Robbins Ob14 PPT 01 What Is OB

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Robbins & 1udge
Organizational Behavior
14th Edition
whot ls Orqonitotiono/ 8ehovior? whot ls Orqonitotiono/ 8ehovior?
10
Copyr|ght 2011 earson Lducat|on Inc pub||sh|ng as rent|ce na||
ChapLer Learnlng Cb[ecLlves ChapLer Learnlng Cb[ecLlves
1ter studying this chapter you should be able to:
Demonstrate the importance oI interpersonal skills in the
workplace.
Describe the manager`s Iunctions, roles, and skills.
DeIine organizational behavior (OB).
Show the value to OB oI systematic study.
IdentiIy the major behavioral science disciplines that
contribute to OB.
Demonstrate why Iew absolutes apply to OB.
IdentiIy the challenges and opportunities managers have in
applying OB concepts.
Compare the three levels oI analysis in this book`s OB
model.
11
@he lmporLance of lnLerpersonal Skllls @he lmporLance of lnLerpersonal Skllls
Understanding OB helps determine manager
e11ectiveness
Technical and quantitative skills are important
But leadership and communication skills are CRITICAL
Organizational bene1its o1 skilled managers
Lower turnover oI quality employees
Higher quality applications Ior recruitment
Better Iinancial perIormance
12
JhaL Managers uo JhaL Managers uo
1hey get things done through other people.
Management ctivities:
Make decisions
Allocate resources
Direct activities oI others to attain goals
Work in an organization
A consciously coordinated social unit composed oI two or
more people that Iunctions on a relatively continuous basis
to achieve a common goal or set oI goals.
13
ManagemenL luncLlons ManagemenL luncLlons
14
Discovered ten managerial roles
Separated into three groups:
Interpersonal
InIormational
Decisional
MlnLzberg's Managerlal 8oles MlnLzberg's Managerlal 8oles
L k n I 8 I 1 11 L k n I 8 I 1 11
1S
MlnLzberg's Managerlal 8oles lnLerpersonal MlnLzberg's Managerlal 8oles lnLerpersonal
Source: Adapted from %e Nature of Managerial Work by H. Mintzberg. Copyright
1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
16
MlnLzberg's Managerlal 8oles lnformaLlonal MlnLzberg's Managerlal 8oles lnformaLlonal
17
MlnLzberg's Managerlal 8oles ueclslonal MlnLzberg's Managerlal 8oles ueclslonal
18
ssenLlal ManagemenL Skllls ssenLlal ManagemenL Skllls
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
19
LuLhans' SLudy of Managerlal AcLlvlLles LuLhans' SLudy of Managerlal AcLlvlLles
Four types o1 managerial activity:
Traditional Management
Decision making, planning, and controlling
Communication
Exchanging routine inIormation and processing paperwork
Human Resource Management
Motivating, disciplining, managing conIlict, staIIing and
training
Networking
Socializing, politicking, and interacting with others
110
Successful vs ffecLlve AllocaLlon by @lme Successful vs ffecLlve AllocaLlon by @lme
L k n I 8 I 1 12 L k n I 8 I 1 12
Managers who promoted faster (were successfu|) d|d d|fferent
th|ngs than d|d effect|ve managers (those who d|d the|r [obs we||)
111
CrganlzaLlonal 8ehavlor CrganlzaLlonal 8ehavlor
1ield o1 study that investigates the
impact that individuals, groups,
and structure have on behavior
within organizations, 1or the
purpose o1 applying such
knowledge toward improving an
organization`s e11ectiveness.
112
lnLulLlon and SysLemaLlc SLudy lnLulLlon and SysLemaLlc SLudy
- uut feelings
- Inuiviuual obseivation
- Common sense
Intuition
- Looks at ielationships
- Scientific eviuence
- Pieuicts behaviois
Systematic
Stuuy
@he two ore comp/ementory meons of predictinq behovior
113
An CuLgrowLh of SysLemaLlc SLudy An CuLgrowLh of SysLemaLlc SLudy
Pose a
manageiial
question
Seaich foi
best
available
eviuence
Apply
ielevant
infoimation
to case
Evidence-Based Management (EBM)
Basing managerial decisions on the best available
scienti1ic evidence
ust think like scientists:
114
Managers Should use All @hree Approaches Managers Should use All @hree Approaches
1he trick is to know when to go with your gut.
Jack Welsh
ntuition is o1ten based on inaccurate in1ormation
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.
11S
ConLrlbuLlng ulsclpllnes ConLrlbuLlng ulsclpllnes
Psychology
Sociology
Social
Psychology
Anthiopology
See L k n I 8 I 1 13 for deta||s See L k n I 8 I 1 13 for deta||s
Many behavloral sclences
have conLrlbuLed Lo Lhe
developmenL of
CrganlzaLlonal
8ehavlor
116
9sychology 9sychology
The science that seeks to measure, explain, and
sometimes change the behavior o1 humans and other
animals.
Unit o1 nalysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception
Training, leadership eIIectiveness, job satisIaction
Individual decision making, perIormance appraisal attitude
measurement
Employee selection, work design, and work stress
117
Soclal 9sychology Soclal 9sychology
n area within psychology that blends concepts 1rom
psychology and sociology and that 1ocuses on the
in1luence o1 people on one another.
Unit o1 nalysis:
Group
Behavioral change
Attitude change
Communication
Group processes
Group decision making
118
Soclology Soclology
Unit o1 nalysis:
-- Organizational System
Group dynamics
Work teams
Communication
Power
ConIlict
Intergroup behavior
-- Group
Formal organization theory
Organizational technology
Organizational change
Organizational culture
The study o1 people in relation to their 1ellow human
beings.
119
AnLhropology AnLhropology
Unit o1 nalysis:
-- Organizational System
Organizational culture
Organizational environment
-- Group
Comparative values
Comparative attitudes
Cross-cultural analysis
The study o1 societies to learn about human beings and
their activities.
120
lew AbsoluLes ln C8 lew AbsoluLes ln C8
Contingency
vaiiable (Z)
Inuepenuent
vaiiable (X)
Bepenuent
vaiiable (Y)
In Ameiican
Cultuie
Boss uives
"Thumbs 0p"
Sign
0nueistoou as
Complimenting
In Iianian oi
Austialian
Cultuies
Boss uives
"Thumbs 0p"
Sign
0nueistoou as
Insulting - "0p
Youis!"
Situational 1actors that make the main relationship
between two variables change-e.g., the relationship
may hold 1or one condition but not another.
121
Challenges and CpporLunlLles for C8 Challenges and CpporLunlLles for C8
#esponding to Economic Pressures
#esponding to Clobalization
anaging Workforce Diversity
mproving Quality and Productivity
mproving Customer Service
mproving People Skills
Stimulating nnovation and Change
Coping with ~Temporariness
Working in Networked Organizations
Helping Employees Balance Work-Li1e Con1licts
Creating a Positive Work Environment
mproving Ethical Behavior
122
8espondlng Lo conomlc 9ressures 8espondlng Lo conomlc 9ressures
What do you do during
di11icult economic times?
EIIective management is critical
during hard economic times.
Managers need to handle
diIIicult activities such as Iiring
employees, motivating
employees to do more with less
and working through the stress
employees Ieel when they are
worrying about their Iuture.
OB Iocuses on issues such as
stress, decision making, and
coping during diIIicult times.
123
8espondlng Lo CloballzaLlon 8espondlng Lo CloballzaLlon
ncreased 1oreign
assignments
Working with people 1rom
di11erent cultures
Overseeing movement o1
jobs to countries with low-
cost labor
124
Managlng Jorkforce ulverslLy Managlng Jorkforce ulverslLy
1he people in organizations are becoming more
heterogeneous demographically
Embracing diversity
Changing U.S. demographics
Changing management philosophy
Recognizing and responding to diIIerences
See L k n I 8 I 1 14 See L k n I 8 I 1 14
Bisability
uenuei
Age
National
0iigin
Religion
Race
Bomestic
Paitneis
12S
ueveloplng an C8 Model ueveloplng an C8 Model
model is an abstraction o1 reality - a simpli1ied
representation o1 some real-world phenomenon.
Our OB model has three levels o1 analysis
Each level is constructed on the prior level
L k n I 8 I 1 14 L k n I 8 I 1 14
126
@ypes of SLudy varlables @ypes of SLudy varlables
ndependent (X)
The presumed cause oI 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!
XX Y Y Predictive Ability Predictive Ability
127
lnLeresLlng C8 uependenL varlables lnLeresLlng C8 uependenL varlables
Productivity
TransIorming inputs to outputs at lowest cost. Includes the
concepts oI e11ectiveness (achievement oI goals) and
e11iciency (meeting goals at a low cost).
bsenteeism
Failure to report to work a huge cost to employers.
Turnover
Voluntary and involuntary permanent withdrawal Irom an
organization.
Deviant Workplace Behavior
Voluntary behavior that violates signiIicant organizational
norms and thereby threatens the well-being oI the
organization and/or any oI its members.
128
More lnLeresLlng C8 uependenL varlables More lnLeresLlng C8 uependenL varlables
Organizational Citizenship Behavior (OCB)
Discretionary behavior that is not part oI an employee`s
Iormal job requirements, but that nevertheless promotes the
eIIective Iunctioning oI the organization.
1ob Satis1action
A general attitude (not a behavior) toward one`s job; a
positive Ieeling oI one's job resulting Irom an evaluation oI
its characteristics.
129
@he lndependenL varlables @he lndependenL varlables
1he independent variable (X) can be at any of these three
levels in this model:
ndividual
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, conIlict, power and politics, and work
teams
Organization System
Organizational culture, human resource policies and
practices, and organizational structure and design
130
C8 Model C8 Model
L k n I 8 I 1 1S L k n I 8 I 1 1S
ndependent
Variables (X)
Dependent
Variables (Y)
r
e
e

L
e
v
e
l
s
131
Summary and Managerlal lmpllcaLlons Summary and Managerlal lmpllcaLlons
Managers need to develop their interpersonal skills to
be e11ective.
OB 1ocuses on how to improve 1actors that make
organizations more e11ective.
The best predictions o1 behavior are made 1rom a
combination o1 systematic study and intuition.
Situational variables moderate cause-and-e11ect
relationships, which is why OB theories are contingent.
There are many OB challenges and opportunities 1or
managers today.
The textbook is based on the contingent OB model.
132
ll rights reserved. No part o1 this publication may be reproduced,
stored in a retrieval system, or transmitted, in any 1orm or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission o1 the publisher. Printed in the
United States o1 merica.
Copyright 2011 Pearson Education,
nc. Publishing as Prentice Hall
133

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