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Kelli J. Schutte
William Jewell College
Robbins & Judge
Organizational Behavior
14th Edition
What Is Organizational Behavi...
The Importance of Interpersonal Skills
 Understanding OB helps determine manager
effectiveness
– Technical and quantitati...
What Managers Do
 They get things done through other people.
 Management Activities:
– Make decisions
– Allocate resourc...
Management Functions
1-3Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Plan Organize
Lead Control
Ma...
 Discovered ten managerial roles
 Separated into three groups:
– Interpersonal
– Informational
– Decisional
Mintzberg’s ...
Mintzberg’s Managerial Roles: Interpersonal
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ...
Mintzberg’s Managerial Roles: Informational
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ...
Mintzberg’s Managerial Roles: Decisional
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1...
Essential Management Skills
 Technical Skills
– The ability to apply specialized
knowledge or expertise
 Human Skills
– ...
Luthans’ Study of Managerial Activities
 Four types of managerial activity:
– Traditional Management
• Decision making, p...
Successful vs. Effective Allocation by Time
E X H I B I T 1–2
Managers who promoted faster (were successful) did different...
Organizational Behavior
A field of study that investigates the
impact that individuals, groups,
and structure have on beha...
Intuition and Systematic Study
• Gut feelings
• Individual observation
• Common sense
Intuition
• Looks at relationships
•...
An Outgrowth of Systematic Study…
Pose a
managerial
question
Search for
best
available
evidence
Apply
relevant
information...
Managers Should Use All Three Approaches
The trick is to know when to go with your gut.
– Jack Welsh
 Intuition is often ...
Contributing Disciplines
Psychology
Sociology
Social
Psychology
Anthropology
See E X H I B I T 1–3 for details
Many behavi...
In class exercise
 Define in your own words these disciplines
 Identify how they contribute to OB.
– For example:
Psycho...
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.
Uni...
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
inf...
Sociology
Unit of Analysis:
-- Organizational System
 Contributions to OB:
– Group dynamics
– Work teams
– Communication...
Anthropology
Unit of Analysis:
-- Organizational System
 Contributions to OB:
– Organizational culture
– Organizational ...
Few Absolutes in OB
Contingency
Variable (Z)
Independent
Variable (X)
Dependent
Variable (Y)
In American
Culture
Boss Give...
Developing an OB Model
 A model is an abstraction of reality – a simplified
representation of some real-world phenomenon....
Types of Study Variables
Independent (X)
– The presumed cause of the
change in the dependent
variable (Y).
– This is the v...
Interesting OB Dependent Variables
 Productivity
– Transforming inputs to outputs at lowest cost. Includes the
concepts o...
More Interesting OB Dependent Variables
 Organizational Citizenship Behavior (OCB)
– Discretionary behavior that is not p...
The Independent Variables
The independent variable (X) can be at any of these three
levels in this model:
Individual
– Bi...
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Organizational Behaviour Stephen Robbins 14Ed. Chapter 1

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Kelli J Schutte

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  • Hello Gaurav, thanks for this slides its really helpful for my masteral subject. Would it be possible if I can ask a copy of the slides of all the chapters. Here's my email add: kennethjay.paradiang@gmail.com. Thanks very much
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  • thank you very much indeed if u can sent all slides of Organizational Behaviour Stephen Robbins 14Ed. by my e-mail : manowarb@gmail.com
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  • Hi I wanted all the chapters of organisational behaviour as my exams are coming up and my teacher has not given us any material. cam you please mail these slides to me sir if possible @ kanika.randhawa@rediffmail.com
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  • Managers need a whole cadre of skills to create a productive workplace, including technical and quantitative skills. However, leadership and communication skills are critical to organizational success. When managers have solid interpersonal skills, there are positive work outcomes for the organization. These outcomes include lower turnover of strong employees, improved recruitment pools for filling employment positions, and a better bottom line.
  • The job of managers is not to just accomplish the task, but to accomplish the task through other people. In order to facilitate that process, managers must make decisions, allocate resources, and direct activities toward the desired outcomes.

    Managers do this in the context of 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.
  • There are four main functions that fall under the purview of managers. The first is the planning function. This function includes defining an organization’s goals, developing a strategy for achieving those goals, and coordinating a comprehensive set of plans to implement the strategy.

    The next function is organizing. This function sets forth what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made.

    The third function is leading. This function looks at the manager’s job to direct and coordinate the people within their area of influence.
    The final function is controlling. The controlling process ensures that things are going as they should by monitoring performance. The manager should compare the results of that monitoring with the goals that have been set. The manager must take this information and determine if the goals need to be adjusted or if adjustments need to be made to the way the organization is attempting to meet the goals.
  • Henry Mintzberg did a study of five executives to determine what was included in their jobs. Based on his observations, Mintzberg found that managers perform ten different sets of behaviors in their work.

    These behaviors fall under three main roles – interpersonal, informational, and decisional.
  • Interpersonal roles include a subset of roles including figurehead, leader, and liaison roles. A manager serves as a figurehead when they are performing duties that are routine or social in nature. All managers also serve in a leadership role, including hiring, training, motivating, and disciplining employees. The final role that falls under the interpersonal grouping is the liaison; this is when the manager must maintain a network who will work with them on gaining information and relationships.
  • The second grouping is informational roles. Within this category, we find the role of monitor, when a manager has to gather and organize a wide variety of information. The manager then must decide what information is important and what information is necessary for their team members; this translates into the role of the disseminator. Finally, when the manager is responsible for giving information to outsiders, they fall into the role of the spokesperson.
  • The final managerial role grouping is decisional, requiring managers to make decisions. In this role grouping, a manager must serve as an identifier of opportunities, filling the entrepreneur role. They are also responsible for taking corrective action when necessary and being the role of disturbance handler. Managers also need to make decisions about how to allocate resources to support organizational goals. Finally, they must represent their unit or organization to bargain and obtain advantages for their own area in their role as negotiator.
  • There are three main areas of essential manager’s skills that help us gain a better understanding of what managers do.

    The first group is technical skills where the manager is called upon to apply specialized knowledge or expertise.

    The second group is human skills in which the manager must exhibit a strong competency in working with others and motivating them toward organizational goals.

    The final group is conceptual skills where the manager needs the mental ability to analyze and diagnose complex problems and situations.
  • A group of researchers, led by Fred Luthans, researched the link between managerial activity and managerial success. They looked at four types of managerial activity. These activities included traditional management, which is made up of decision making, planning, and controlling; Communication consisting of the exchange of information; Human Resource Management that incorporates motivation, discipline, and training; and Networking which utilizes socializing and politicking.
  • What they found was that the link was not necessarily evident. With successful (defined as speed of promotion) managers, it was determined that networking was the most important activity. Effective managers (defined as quality and quantity of performance and satisfaction of their employees) relied more on communication as the largest contributor to their effectiveness.
  • The look at managerial activity brings forth the importance of people skills in effective management. The field of organizational behavior is the study of “people skills” in that it looks at the impact that individuals, groups, and structures have on behavior within organizations.
  • Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior, we can enhance our effectiveness. When we talk about engaging in a systematic study, we are talking about looking at relationships. By doing so we can better determine cause and effect and then by applying scientific evidence to our conclusions, we are better able to predict behavior. It is not an either/or relationship, rather intuition and systematic study can work effectively together to predict behavior.
  • Evidence-based management (EBM) complements systematic study by applying scientific evidence to managerial decisions.
  • It is important that managers know how to balance the amount of information to gather, their past experiences, and their intuition in the decision-making process. There are negatives associated with all three approaches. It is the manager’s job to make the best decisions possible by accessing as much evidence as possible while remaining efficient.
  • Organizational Behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology and Anthropology.
  • Psychology focuses on the individual level by seeking to measure, explain, and sometimes change behaviors in individuals. This area of study offers insights in such areas as learning, training, decision making, and employee selection.
  • Social Psychology moves beyond individual analysis to look at group behavior and how individuals can influence on another. It blends together sociology and psychology and looks primarily at change, communication, and group interactions.
  • Sociology looks at the relationship between individuals and their environment. Sociologists’ main contribution to OB is through offering a better understanding of group behavior. It looks more at how a group operates within an organizational system. One key area that sociologists contribute to in OB is culture, a key factor in OB studies.
  • An Anthropologist studies societies to learn about the human beings and their activities. They help us understand the differences between different groups in terms of their values, attitudes, and behaviors.
  • There are few absolutes in organizational behavior. When making decisions, you must always take into account situational factors that can change the relationship between two variables. For example, as seen in this chart, one message from a boss in an American culture can mean a completely different thing in another culture. It is always important to take context into account.
  • In Organizational Behavior (OB), we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the individual level. At this level we look at individual behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals so we analyze the organization at a systems level.
  • The dependent variable is the key factor that you want to explain or predict. The independent variable is the factor that affects change in the dependent variable. By seeing how X impacts Y we will be able to better predict behavior.
  • Some key variables that we are concerned about when studying organizations are work outcome variables. These include productivity, absenteeism, turnover, and deviant workplace behavior.
  • Additional behaviors we want to more fully understand are organizational citizenship behavior (OCB) and job satisfaction.

    OCB is the discretionary behavior of the employee that is not a formal job requirement, but still helps to enhance work outcomes. This could include team building activities, noticing flaws in the work process, or covering for a sick colleague.

    Job satisfaction is the general attitude toward the job.

  • When utilizing the OB model, it is important to understand that the independent variable can be at any of the three levels, individual, group, or organization.
  • Transcript of "Organizational Behaviour Stephen Robbins 14Ed. Chapter 1"

    1. 1. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition What Is Organizational Behavior? 1-0Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    2. 2. The Importance of Interpersonal Skills  Understanding OB helps determine manager 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 1-1Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    3. 3. 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. 1-2Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    4. 4. Management Functions 1-3Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Plan Organize Lead Control Managers
    5. 5.  Discovered ten managerial roles  Separated into three groups: – Interpersonal – Informational – Decisional Mintzberg’s Managerial Roles E X H I B I T 1–1 1-4Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    6. 6. Mintzberg’s Managerial Roles: Interpersonal Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. 1-5Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    7. 7. Mintzberg’s Managerial Roles: Informational Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. 1-6Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    8. 8. Mintzberg’s Managerial Roles: Decisional Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. 1-7Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    9. 9. 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 1-8Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    10. 10. Luthans’ Study of Managerial Activities  Four types of managerial activity: – Traditional Management • Decision making, planning, and controlling – Communication • Exchanging routine information and processing paperwork – Human Resource Management • Motivating, disciplining, managing conflict, staffing and training – Networking • Socializing, politicking, and interacting with others 1-9Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    11. 11. Successful vs. Effective Allocation by Time E X H I B I T 1–2 Managers who promoted faster (were successful) did different things than did effective managers (those who did their jobs well) 1-10Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    12. 12. 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. 1-11Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    13. 13. Intuition and Systematic Study • Gut feelings • Individual observation • Common sense Intuition • Looks at relationships • Scientific evidence • Predicts behaviors Systematic Study The two are complementary means of predicting behavior. 1-12 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    14. 14. An Outgrowth of Systematic Study… Pose a managerial question Search for best available evidence Apply relevant information to case Evidence-Based Management (EBM) Basing managerial decisions on the best available scientific evidence Must think like scientists: 1-13Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    15. 15. Managers Should Use All Three Approaches The trick is to know when to go with your gut. – Jack Welsh  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. 1-14Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    16. 16. Contributing Disciplines Psychology Sociology Social Psychology Anthropology See E X H I B I T 1–3 for details Many behavioral sciences have contributed to the development of Organizational Behavior 1-15Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    17. 17. In class exercise  Define in your own words these disciplines  Identify how they contribute to OB. – For example: Psychology contributes to: Employee selection, work design.. And what else? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-16
    18. 18. Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Unit of Analysis: – Individual Contributions to OB: – Learning, motivation, personality, emotions, perception – Training, leadership effectiveness, job satisfaction – Individual decision making, performance appraisal attitude measurement – Employee selection, work design, and work stress 1-17Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    19. 19. Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Unit of Analysis: – Group Contributions to OB: – Behavioral change – Attitude change – Communication – Group processes – Group decision making 1-18Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    20. 20. Sociology Unit of Analysis: -- Organizational System  Contributions to OB: – Group dynamics – Work teams – Communication – Power – Conflict – Intergroup behavior -- Group – Formal organization theory – Organizational technology – Organizational change – Organizational culture The study of people in relation to their fellow human beings. 1-19Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    21. 21. Anthropology Unit of Analysis: -- Organizational System  Contributions to OB: – Organizational culture – Organizational environment -- Group – Comparative values – Comparative attitudes – Cross-cultural analysis The study of societies to learn about human beings and their activities. 1-20Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    22. 22. Few Absolutes in OB Contingency Variable (Z) Independent Variable (X) Dependent Variable (Y) In American Culture Boss Gives “Thumbs Up” Sign Understood as Complimenting In Iranian or Australian Cultures Boss Gives “Thumbs Up” Sign Understood as Insulting - “Up Yours!” Situational factors that make the main relationship between two variables change—e.g., the relationship may hold for one condition but not another. 1-21Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    23. 23. 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 E X H I B I T 1-4 1-22Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    24. 24. 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! X Y Predictive Ability 1-23Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    25. 25. 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. 1-24Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    26. 26. 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. 1-25Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
    27. 27. 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 1-26Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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