Ob lecture1 -1-


Published on

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ob lecture1 -1-

  1. 1. The Nature and Scope ofOrganizational Behavior
  2. 2. What is Organizational Behavior?• OB is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself.• The goals of OB are to explain, predict, and control behavior.
  3. 3. Research methods in OB• Case study (subjective but provides loads of information)• Experiment (the most scientific method)• Field experiment (experimental method applied to live situation)• Meta-analysis (quantitative review of studies that is widely used today)
  4. 4. The essence of conducting an experiment is to makesure that the variable being modified (the independentvariable) is influencing the results.The independent variable influences the dependentvariable (such as productivity).Field experiments attempt to apply the experimentalmethod to real-life situations.A meta-analysis is a quantitative or statistical reviewof the literature on a particular subject, and is also anexamination of a range of studies for reaching acombined results or best estimate.
  5. 5. Data Collection and Research Methods in Organizational BehaviorMethods of data collection. Three frequentlyused methods of collecting data inorganizational behavior are surveys,interviews, and direct observation of behavior.The type of survey questionnaire used by anorganizational behavior specialist is preparedrigorously.
  6. 6. Why study OB?• Development of soft (interpersonal) skills• Personal growth via insight into others• Enhancement of individual and organizational effectiveness• Sharpening and refining common sense (common sense is often wrong)
  7. 7. BENEFITS OF STUDYING ORGANIZATIONAL BEHAVIOROrganizational behavior relates to the process—rather than thecontent—of conducting managerial work.Skill DevelopmentAn essential requirement for entering into, surviving, andsucceeding in the modern workplace is to have appropriate skills.Organizational behavior skills have gained in importance in themodern workplace.Soft skills generally refer to interpersonal skills such as motivatingothers, communicating, and adapting to people of different cultures.Hard skills generally refer to technical skills.
  8. 8. Personal Growth through Insight IntoHuman BehaviorUnderstanding others leads to personalfulfillment, and can also lead to enhancedself-knowledge and self-insight. Insight isuseful for such purposes as selecting peoplefor jobs and assignments, communicating,and motivating.
  9. 9. Enhancing Organizational and IndividualEffectivenessAn important goal of organizational behavior is to improveorganizational effectiveness, the extent to which anorganization is productive and satisfies the demands of itsinterested parties.People-oriented management practices enable workers touse their wisdom and to receive appropriate training.If a person develops knowledge about subject such asimproved interpersonal communication, conflict resolution,and teamwork, he or she will become more effective.
  10. 10. Sharpening and Refining CommonSenseOrganizational behavior sharpens and enlargesthe domain for common sense.Organizational behavior knowledge also refinescommon sense by challenging you to reexaminegenerally accepted ideas that may be onlypartially true—such as inactivity reduces stressfor everybody
  11. 11. A Brief History of OB• Classical approach to management (scientific management and administrative management)• Hawthorne studies (workers respond to attention)• Human relations movement (treat workers well to boost productivity)
  12. 12. A Brief History of OB (continued)• The contingency approach (examine individual and situational differences before taking action)• Positive organizational behavior (focus on measurable strengths of workers to improve performance)
  13. 13. The classical approach.The focus of scientific management was the application ofscientific methods to increase individual worker’s productivity.According to the principles of scientific management, there is adivision of work between managers and workers.Administrative management was concerned primarily with howorganizations should be managed and structured.The core of management knowledge lies within the classical school,including the framework of planning, organizing, and controlling.
  14. 14. The Hawthorne StudiesThe first Hawthorne study examined the effects of lighting on productivity.A second study conducted in a relay assembly room examined therelationships among rest, fatigue, and productivity.A major conclusion from these studies was the workers reacted positivelybecause management cared about them (the Hawthorne effect).The Hawthorne effect is the tendency of people to behave differently whenthey receive attention because they respond to the demands of thesituation.The Hawthorne studies also led to many other conclusions, such as the factthat effective communication with workers is critical to managerial success.
  15. 15. The Human Relations MovementThe human relations movement was based on the belief that animportant link exists among managerial practices, morale, andproductivity.Key points of the movement are that satisfied workers are moreproductive and that, given the proper working environment, virtually allworkers would be highly productive.A cornerstone of the human relations movement is Theory X andTheory Y of Douglas McGregor.Theory X is the somewhat stern and pessimistic traditional assumptionsabout worker capabilities.Theory Y is an alternative, and optimistic, set of assumptions
  16. 16. The Contingency ApproachThe contingency approach to management emphasizes thereis no one best way to manage people or work.The contingency approach is derived from the study ofleadership styles.The strength of the contingency approach is that it encouragesmanagers and professionals to examine individual andsituational differences before deciding on a course of action.
  17. 17. Positive Organizational BehaviorAn emerging movement in organizational behavior is afocus on what is right with people.Positive organizational behavior as the study andapplication of human resource strengths andpsychological capacities that can be measured,developed, and managed for performance improvement.Positive organizational behavior focuses on developinghuman strengths, making people more resilient, andcultivating extraordinary individuals, work units, andorganizations.
  18. 18. Skill Development in OB 1. Experiential exercises (learn by doing) 2. Conceptual information and examples 3. Feedback on skills and performance 4. Conceptual knowledge and behavioral guidelines 5. Frequent practice
  19. 19. A FRAMEWORK FOR STUDYINGORGANIZATIONAL BEHAVIORThe three levels of study in organizationalbehavior are:• individual level• groups and interpersonal relations level• organizational system and the global environmental level.
  20. 20. Individual• Individual differences• Learning, perception and attribution• Attitudes, values and ethics• Creativity• Motivation
  21. 21. Group and Interpersonal• Communication• Group dynamics• Teams• Leadership• Power, politics and influence• Conflict, stress and well-being
  22. 22. Organizational System• Structure and design• Culture• Change and knowledge management• Cultural diversity