1st lecture Overview of Organizational Behavior

Prof. Dr. Robert J. Zaugg robert.zaugg@unifr.ch

Overview of Organizational Behavior

Learning Objectives

Define organizational behavior Identify the functions that comprise the management process and relate them to organizational behavior Relate organizational behavior to basic managerial roles and skills Describe contemporary organizational behavior

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

What is Organizational Behavior?

Organizational behavior is the study of: Human behavior in organizational settings The interface between human behavior and the organization The organization itself

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Figure 1.1 The Nature of Organizational Behavior

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

The Importance of Organizational Behavior

Organizations influence our lives powerfully Most people are born/educated in organizations Most people acquire most of their material possessions from organizations Most people die as members of organizations Many of our activities are regulated by governmental organizations Most people spend most of their lives in organizations

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

The Importance of Organizational Behavior

The study of organizational behavior can clarify the factors that affect how managers manage Describe the complex human context of organizations Define the associated opportunities, problems, challenges, and issues Isolate important aspects of the managers job Offer specific perspectives on the human side of management

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Organizational Behavior and Management

Studying OB helps managers understand: why others in the organization behave as they do personal needs, motives, behaviors, feelings and career dynamics attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior interactions with people outside of the organization

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Organizational Behavior and the Management Process

Functions of Management Planning Organizing Leading Controlling Resources Available to Management Human Financial Physical Information
Organizational Behavior 8 Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Figure 1.2 Basic Managerial Functions

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Organizational Behavior and the Management Process

Functions of Management Planning: Process of determining an organizations desired future position and the best means of getting there Organizing: Process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Organizational Behavior and the Management Process

Functions of Management (cont.) Leading: Process of getting the organizations members to work together toward the organizations goals Controlling: Process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Organizational Behavior and Managerial Work

Basic Managerial Roles Interpersonal Informational Decision-Making

Source: Royalty Free, Photodisc Blue Collection/ Getty Images

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Table 1.1 Important Managerial Roles

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Critical Managerial Skills

Technical: Skills necessary to accomplish specific tasks within the organization Interpersonal: Skills used to communicate with, understand, and motivate individuals and groups Conceptual: Skills used in abstract thinking Diagnostic: Skills to understand cause-effect relationships and to recognize optimal solutions to problems

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior Figure 1.3 Managerial Skills at Different Organizational Levels

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Contemporary Organizational Behavior

Characteristics of the Field Interdisciplinary in focus Descriptive in nature Basic Concepts of the Field Individual processes Interpersonal processes Organizational processes/characteristics

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Figure 1.4 Framework for Study

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Systems and Situational Perspectives

The Systems Perspective A system is an interrelated set of elements that function as a whole Inputs from the environment: material, human, financial, informational Managers combine/transform inputs into outputs Outputs from the system: products/services, employee behaviors, profits/losses, additional information

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Figure 1.5 The Systems Approach to Organizations

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Systems and Situational Perspectives

The Situational Perspective Most organizational situations and outcomes are influenced by other variables

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Overview of Organizational Behavior

Figure 1.6 Universal Versus Situational Approach

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Interactionalism: People and Situations

Interactionalism Perspective Individuals and situations interact continuously to determine individuals behavior

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Overview of Organizational Behavior

Figure 1.7 The Interactionist Perspective on Behavior in Organizations

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Prof. Dr. Robert J. Zaugg

Overview of Organizational Behavior

Managing for Effectiveness

Managers work toward various goals Goals (outcomes) exist at specific levels in an organization Individual level Group level Organizational level

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Overview of Organizational Behavior

Figure 1.8 Managing for Effectiveness

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