Initian Team Planning Report
Organizational Behavior
Chapter 1
Organizational Behavior
1-1
Learning Objectives
1-2
What is organizational behavior (OB)?
Why does organizational behavior matter?
How can I maximize my learning in this course?
What research methods are used to study organizational behavior?
Does OB really matter?
What is Organizational Behavior?
1-3
OB is the systematic study and application of knowledge about how individuals and groups act within the organizations where they work.
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Three Levels of Analysis
How the organization’s culture affects a manager’s behavior
How a given manager’s personality affects the team
The manager’s personality itself
Organization
Group
Individual
Learning Styles
Learning Styles
Visual
Combination
Kinesthetic
Auditory
Your Learning Style
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Visual
Pictures
Auditory
Study groups
Kinesthetic
Schedule breaks
Charts and Graphs
Take careful notes
Listen to recorded lectures
Write down oral instructions
Take good notes – even when “getting it”
Avoid long, once-a-week classes
Instructions: We would like to gather your opinions about different aspects of work. Please answer the following three questions using the scale below:
Response scale: 1=Strongly disagree
2=Disagree
3=Neither agree nor disagree
4=Agree
5=Strongly agree
Setting goals at work helps me to focus…………….. 1 2 3 4 5
Goal setting is effective in improving performance…….. 1 2 3 4 5
I get more done when I use goal setting…………… 1 2 3 4 5
One of the primary methods for collecting information for OB research
Basic question and answer
Can be open- or close-ended
Surveys
Field Studies
Conducted in actual organizations
Usually involves surveying employees, but could involve an experimental design
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Laboratory Studies
Consist of manipulation group(s) and control group(s)
Can often help determine causal rather than simple correlational relationships
Controlled conditions - high degree of internal validity but potentially low generalizability
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Case Studies
In depth description of a single company or industry
Involve a great deal of detail about the topic being studied, but difficult to generalize to other areas
© Shutterstock
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Meta-analysis
Technique used to summarize what other researchers have found on a given topic
Variables from several studies are weighted and analyzed to determine if the effect holds or not
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Measurement Issues in OB
Reliability : Consistency of measurement
Validity: Does it really measure what it is expected to measure?
Causation: A causes B
Correlation: A covaries with B
Causation and correlation are DIFFERENT!!
Why does OB add value?
Resources are more valuable when they’re:
Rare
Inimitable
Human resources represent
rare and inimitable resources
Evidence
Welbourne & Andrews, 1996
Studied the survival of 136 firms who initiated an IPO in 1988
Examined company mission statements and organizational documents as a means of rating the value placed on OB practices
By 1993, only 60% of the firms still existed. Firms that valued OB practices had a 19% higher survival rate
Evidence
Fulmer & Scott, 2003
Are the 100 best companies to work for more profitable than similar companies in those industries?
A recent study found a “matched firm” for each of the 100 best of 1998 (similar size and industry, but had never made the list)
The 100 best firms outperformed their matches over a five year period
Examples
100 Best Companies to Work For (2013)
Google https://www.youtube.com/watch?v=QOXpajH89hw
SAS
CHG Healthcare Services
Boston Consulting Group
Wegmans Food Markets
NetApp
Hilcorp Energy Company
Edward Jones
Ultimate Software
Camden Property Trust
Qualcomm
Dreamworks Animation
Quicken Loans
16. The Container Store http://youtube.com/watch?v=IKLuVd3zCPA
Discussion
Create a hypothesis about people at work. Now that you have one in mind, which method do you think would be most effective in helping you test your hypothesis?
Have you used any of the OB research methods before?
How can you know if a relationship is causal or correlational?
Confirming Pages
8 C H A P T E R 1 What Is Organizational Behavior?
A N I N T E G R AT I V E M O D E L O F O B Because of the diversity in its topics and disciplinary roots, it’s common for students in an orga- nizational behavior class to wonder, “How does all this stuff fit together?” How does what gets covered in Chapter 3 relate to what gets covered in Chapter 13? To clarify such issues, this text- book is structured around an integrative model of OB, shown in Figure 1-1 , that’s designed to provide a roadmap for the field of organizational behavior. The model shows how the topics in the next 15 chapters—represented by the 15 ovals in the model—all fit together. We should stress that there are other potential ways of combining the 15 topics, and Figure 1-1 likely oversimpli- fies the connections among the topics. Still, we believe the model provides a helpful guide as you move through this course. Figure 1-1 includes five different kinds of topics.
FIGURE 1-1 Integrative Model of Organizational Behavior
Leadership: Styles & Behaviors
Leadership: Power &
Negotiation
Teams: Processes &
Communication
Teams: Characteristics &
Diversity
Organizational Structure
Organizational Culture
Stress
Motivation
Trust, Justice, & Ethics
Organizational Commitment
Job Performance
Job Satisfaction
Learning & Decision Making
INDIVIDUAL CHARACTERISTICS
INDIVIDUAL CHARACTERISTICS
GROUP MECHANISMS
GROUP MECHANISMS
ORGANIZATIONAL MECHANISMS
ORGANIZATIONAL MECHANISMS
INDIVIDUAL OUTCOMES INDIVIDUAL OUTCOMES
INDIVIDUAL MECHANISMS
Ability
Personality & Cultural Values
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