ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
T W E L F T H E D I T I O N

By: Amin Rajani

OBJECTIVES LEARNING

AFTER STUDYING THIS CHAPTER, YOU SHOULD 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.

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

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB. 8. Identify the three levels of analysis in this books model.

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What Managers Do

Managerial Activities Managerial Activities Make decisions Make decisions Allocate resources Allocate resources Direct activities of others to Direct activities of others to attain goals attain goals
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What is Management?

The art of getting things done through people

[M. P. Follett, quoted in Daft 1993]

Definition of Management

The attainment of organizational goals in an effective and efficient manner through: Planning, Organizing, Leading, and Controlling of organizational resources.

Where Managers Work

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Management Functions
Planning Organizing

Management Functions

Controlling

Leading
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Management Functions (contd)

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Management Functions (contd)

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Management Functions (contd)

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Management Functions (contd)

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Levels of Management

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Relative Amount of Time That Managers Spend on the Four Managerial Functions

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Mintzbergs Managerial Roles

EXHIBIT

1-1a
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Mintzbergs Managerial Roles (contd)

EXHIBIT

1-1b
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Mintzbergs Managerial Roles (contd)

EXHIBIT

1-1c
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Management Skills

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Skill Types Needed by Managerial Level

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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 paperwork Exchanging routine information and processing paperwork

1. Human resource management 1. Human resource management

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

1. Networking 1. Networking
Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others
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Allocation of Activities by Time

EXHIBIT

1-2
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Enter Organizational Behavior Organizational behavior (OB)

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.

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Contributing Disciplines to the OB Field

EXHIBIT

1-3a
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Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3b
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Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3c
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Contributing Disciplines to the OB Field (contd)

EXHIBIT

1-3d
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Challenges and Opportunity for OB

New Information Technology to Enhance Creativity and Organizational Learning Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

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Challenges and Opportunity for OB (contd)

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

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Challenges and Opportunity for OB

Using New Information Technology to Enhance Creativity and Organizational Learning
Information technology: The computer systems and software that organizations use to speed the flow of information around an organization and to better link people and subunits within it. Creativity: The decision-making process that produces novel and useful ideas that lead to new or improved goods and services or to improvements in the way they are produced.
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Challenge 2: Challenge 2New Ways to Increase Performance

Challenges and Opportunity for OB

New Ways to Increase Performance

Reengineering: A complete rethinking and redesign of business processes to increase efficiency, quality, innovation, or responsiveness to customers. Restructuring: Altering an organizations structure (e.g., by eliminating a department) to streamline the organizations operations and reduce costs. Outsourcing: Acquiring goods or services from sources outside the organization. Freelancers: Independent individuals who contract with an organization to perform specific services.

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Challenges and Opportunity for OB

Responding to Globalization
Increased foreign assignments Working with people from different cultures Overseeing movement of jobs to countries with low-cost labor Managing people during the

war on terror.

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Challenges and Opportunity for OB

The Challenge of Globalization

Working in Foreign Countries

Working with Multicultural Diversity

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Challenges and Opportunity for OB

Workforce Diversity
Embracing diversity Changing demographics Implications for managers Recognizing and responding to differences

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Challenges and Opportunity for OB

Improving Quality and Productivity

Customer Focus Continuous Improvement Accurate Measurement Organizational Improvement Employee Empowerment
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Challenges and Opportunity for OB

Motivation

Improving People Skills

Communication

Teamwork
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Challenges and Opportunity for OB

Empowering the Workforce

Managers Are Giving Up Controls Workers Are Accepting Responsibility
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Challenges and Opportunity for OB

Coping with Temporariness

LEARN, UNLEARN, RELEARN

The Nature of Work Is Changing

Organizations Are Also Changing

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Basic OB Model, Stage I

EXHIBIT

1-6
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The Dependent Variables (contd)

Efficiency Doing things right Getting the most output for the least inputs Effectiveness Doing the right things Attaining organizational goals
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Exhibit 12

Effectiveness and Efficiency in Management

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Efficiency, Effectiveness, and Performance in an Organization

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The Dependent Variables (contd)

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The Dependent Variables (contd) Deviant Workplace Behavior (antisocial behavior):

Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members Managers must identify the root cause of dissatisfaction of employees
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The Dependent Variables (contd)

e.g. Helping others on their team, volunteering for extra work, avoiding unnecessary conflicts etc
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The Dependent Variables (contd)

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The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

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Questions?

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