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OBChapter1Slides1.pptx
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Agenda
Syllabus Review – Questions?
Chapter 1
In-class Intros
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Learning Objectives
Demonstrate the importance of interpersonal skills in the workplace.
Define organizational behavior (OB).
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that contribute to OB.
Demonstrate why few absolutes apply to OB.
Identify managers’ challenges and opportunities in applying OB concepts.
Compare the three levels of analysis in this text’s OB model.
Describe the key employability skills gained from studying OB applicable to other majors or future careers.
K Misra: OB & Work 1-‹#›
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 organization’s effectiveness.
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Developing an OB Model
A model is an abstraction of reality: a simplified representation of some real-world phenomenon.
Our OB model has three levels of analysis
Each level is constructed on the prior level
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Contributing Disciplines
See E X H I B I T 1–3 for details
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior
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Psychology
Sociology
Social Psychology
Anthropology
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The Three Levels of OB
Individual
Group
Organization
The Contingent OB Model
Independent Variables (X)
Dependent Variables (Y)
Three Levels
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Major Behavioral Science Disciplines That Contribute to OB
The Plan of the Text
Exhibit 1-6 The Plan of the Text
Three Levels of Analysis in the Text’s OB Model
Exhibit 1-5 A Basic OB Model
Types of Study Variables
Independent (X)
The presumed cause of 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!
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X
Y
Predictive Ability
Interesting OB Dependent Variables
Productivity
Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).
Absenteeism
Failure to report to work – a huge cost to employers.
Turnover
Voluntary and involuntary permanent withdrawal from an organization.
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.
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More Interesting OB Dependent Variables
Organizational Citizenship Behavior (OCB)
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.
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The Independent Variables
The independent variable (X) can be at any of these three levels in this model:
Individual
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, conflict, power and politics, and work teams
Organization System
Organizational culture, human resource policies and practices, and organizational structure and design
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Few Absolutes in OB
Situational factors that make the main relationship between two variables change—e.g., the relationship may hold for one condition but not another.
Contingency Variable [Z]
Independent Variable [X]
Dependent Variable [Y]
Workload
Individual Motivation
Individual Performance
Job Satisfaction
Pay
Work Environment
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What Managers Do
They get things done through other people.
Management Activities:
Make decisions
Allocate resources
Direct activities of others to attain goals
Work in 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.
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Intuition and Systematic Study
The two are complementary means of predicting behavior.
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Intuition
Gut feelings
Individual observation
Systematic Study
Scientific evidence
Predicts behaviors
Looks at relationships
Common sense
Management Functions
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Managers
Plan
Organize
Lead
Control
Essential Management Skills
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
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The Importance of Interpersonal Skills
Understanding OB helps determine managerial effectiveness
Technical and quantitative skills are important
But leadership and communication skills are CRITICAL
Organizational benefits of skilled managers
Lower turnover of quality employees
Higher quality applications for recruitment
Better financial performance
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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)
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An Outgrowth of Systematic Study…
Evidence-Based Management (EBM)
Basing managerial decisions on the best available scientific evidence
Must think like scientists:
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Pose a managerial question
Search for best available evidence
Apply relevant information to case
Managers Should Use All Three Approaches
The trick is to know when to go with your gut.
– Jack Welch
Intuition is often based on inaccurate information
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.
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Challenges for OB: Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Overseeing movement of jobs to countries with low-cost labor
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Managing Workforce Diversity
The people in organizations are becoming more heterogeneous demographically
Embracing diversity
Changing U.S. demographics
Changing management philosophy
Recognizing and responding to differences
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Disability
Gender
Age
National Origin
Religion
Race
Domestic Partners
The changing workforce
OB POLL Percentage of Men and Women Working
Sources: Based on U.S. Bureau of Labor Statistics, “Women in the Labor Force: A Datebook,” 2014, www.bls.gov/opub/reports/cps/women-in-the-labor-force-adatabook-2014.pdf; and U.S. Bureau of Labor Statistics, “Economic News Release,” 2013, http://www.bls.gov/news.release/ecopro.t02.htm.
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Other Challenges and Opportunities for OB
Using social media at work
Policies on accessing social media at work.
When, where, and for what purpose.
Enhancing employee well-being at work
The creation of the global workforce means work no longer sleeps. Employees are working longer hours per week.
Communication technology has provided a vehicle for working at any time or any place.
Balancing work and life demands now surpasses job security as an employee priority.
Creating a Positive work environment (POS)
Improving Ethical behavior
Summary and Managerial Implications
Managers need to develop their interpersonal skills to be effective.
OB focuses on how to improve factors that make organizations more effective.
The best predictions of behavior are made from a combination of systematic study and intuition.
Managers need to use Metrics
Situational variables moderate cause-and-effect relationships, which is why OB theories are contingent.
There are many OB challenges and opportunities for managers today.
The textbook is based on the Contingent OB model.
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Next Class
Exercise
Begin “Individual Level”
Chapters 1 and 2 of text
HAVE A GREAT DAY!
