Organisational Behaviour
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how,what to behave in an organisation and this presentation really talks about it so keep enjoy

how,what to behave in an organisation and this presentation really talks about it so keep enjoy

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Organisational Behaviour Presentation Transcript

  • 1. eleventh editio n organizational r behavio stephen p. robbins
  • 2. Chapter One What Is Organizational Behavior ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H © 2005 Prentice Hall Inc. All rights reserved. E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook
  • 3. O B J E C T I V E S L E A R N I N G 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. © 2005 Prentice Hall Inc. All rights reserved. 1–3
  • 4. O B J E C T I V E S (cont’d) L E A R N I N G 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 book’s OB model. © 2005 Prentice Hall Inc. All rights reserved. 1–4
  • 5. What Managers Do What Managers Do Managers (or administrators) Individuals who achieve goals through other people. Managerial Activities Managerial Activities ••Make decisions Make decisions ••Allocate resources Allocate resources ••Direct activities of others Direct activities of others to attain goals to attain goals © 2005 Prentice Hall Inc. All rights reserved. 1–5
  • 6. Where Managers Work Where Managers Work 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. © 2005 Prentice Hall Inc. All rights reserved. 1–6
  • 7. Management Functions Management Functions Planning Planning Organizing Organizing Management Management Functions Functions Controlling Controlling © 2005 Prentice Hall Inc. All rights reserved. Leading Leading 1–7
  • 8. Management Functions (cont’d) Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. © 2005 Prentice Hall Inc. All rights reserved. 1–8
  • 9. Management Functions (cont’d) Management Functions (cont’d) Organizing Determining 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 to be made. © 2005 Prentice Hall Inc. All rights reserved. 1–9
  • 10. Management Functions (cont’d) Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. © 2005 Prentice Hall Inc. All rights reserved. 1–10
  • 11. Management Functions (cont’d) Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. © 2005 Prentice Hall Inc. All rights reserved. 1–11
  • 12. Mintzberg’s Managerial Roles Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. © 2005 Prentice Hall Inc. All rights reserved. E X H I B I T 1–1 E X H I B I T 1–1 1–12
  • 13. Mintzberg’s Managerial Roles (cont’d) Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. © 2005 Prentice Hall Inc. All rights reserved. E X H I B I T 1–1 (cont’d) E X H I B I T 1–1 (cont’d) 1–13
  • 14. Mintzberg’s Managerial Roles (cont’d) Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. © 2005 Prentice Hall Inc. All rights reserved. E X H I B I T 1–1 (cont’d) E X H I B I T 1–1 (cont’d) 1–14
  • 15. Management Skills 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. © 2005 Prentice Hall Inc. All rights reserved. 1–15
  • 16. Effective Versus Successful Managerial Effective Versus Successful Managerial Activities (Luthans) Activities (Luthans) 1. Traditional management 1. Traditional management • •Decision making, planning, and controlling Decision making, planning, and controlling 2. Communication 2. Communication • •Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork 3. Human resource management 3. Human resource management • •Motivating, disciplining, managing conflict, staffing, Motivating, disciplining, managing conflict, staffing, and training and training 4. Networking 4. Networking • •Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others © 2005 Prentice Hall Inc. All rights reserved. 1–16
  • 17. Allocation of Activities by Time Allocation of Activities by Time Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988). © 2005 Prentice Hall Inc. All rights reserved. E X H I B I T 1–2 E X H I B I T 1–2 1–17
  • 18. Enter Organizational Behavior 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 organization’s effectiveness. © 2005 Prentice Hall Inc. All rights reserved. 1–18
  • 19. Replacing Intuition with Systematic Study Replacing Intuition with Systematic Study Intuition A feeling not necessarily supported by research. Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. © 2005 Prentice Hall Inc. All rights reserved. 1–19
  • 20. Replacing Intuition with Systematic Study Replacing Intuition with Systematic Study Preconceived Notions © 2005 Prentice Hall Inc. All rights reserved. ≠ The Facts 1–20
  • 21. Toward an OB Discipline Toward an OB Discipline E X H I B I T 1–3 E X H I B I T 1–3 © 2005 Prentice Hall Inc. All rights reserved. 1–21
  • 22. Contributing Disciplines to the OB Field Contributing Disciplines to the OB Field Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. E X H I B I T 1–3 (cont’d) E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved. 1–22
  • 23. Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Sociology The study of people in relation to their fellow human beings. E X H I B I T 1–3 (cont’d) E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved. 1–23
  • 24. Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. E X H I B I T 1–3 (cont’d) E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved. 1–24
  • 25. Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Anthropology The study of societies to learn about human beings and their activities. E X H I B I T 1–3 (cont’d) E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved. 1–25
  • 26. Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Political Science The study of the behavior of individuals and groups within a political environment. E X H I B I T 1–3 (cont’d) E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc. All rights reserved. 1–26
  • 27. Source: Drawing by Handelsman in The New Yorker, Copyright © 1986 by the New Yorker Magazine. Reprinted by permission. E X H I B I T 1–4 E X H I B I T 1–4 © 2005 Prentice Hall Inc. All rights reserved. 1–27
  • 28. There Are Few Absolutes in OB There Are Few Absolutes in OB Contingency variables Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation. x © 2005 Prentice Hall Inc. All rights reserved. Contingency Variables y 1–28
  • 29. Challenges and Opportunities for OB Challenges and Opportunities for OB  Responding to Globalization – – – – Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with lowcost labor  Managing Workforce Diversity – Embracing diversity – Changing U.S. demographics – Implications for managers • Recognizing and responding to differences © 2005 Prentice Hall Inc. All rights reserved. 1–29
  • 30. Major Workforce Diversity Categories Major Workforce Diversity Categories Gender Gender National National Origin Origin Disability Disability Age Age Non-Christian Non-Christian Race Race Domestic Domestic Partners Partners E X H I B I T 1–5 E X H I B I T 1–5 © 2005 Prentice Hall Inc. All rights reserved. 1–30
  • 31. Challenges and Opportunities for OB (cont’d) Challenges and Opportunities for OB (cont’d)  Improving Quality and Productivity – Quality management (QM) – Process reengineering  Responding to the Labor Shortage – Changing work force demographics – Fewer skilled laborers – Early retirements and older workers  Improving Customer Service – Increased expectation of service quality – Customer-responsive cultures © 2005 Prentice Hall Inc. All rights reserved. 1–31
  • 32. What Is Quality Management? What Is Quality Management? 1. Intense focus on the customer. 2. Concern for continuous improvement. 3. Improvement in the quality of everything the organization does. 4. Accurate measurement. 5. Empowerment of employees. E X H I B I T 1–6 E X H I B I T 1–6 © 2005 Prentice Hall Inc. All rights reserved. 1–32
  • 33. Improving Quality and Productivity Improving Quality and Productivity  Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes. – Requires employees to rethink what they do and become more involved in workplace decisions.  Process reengineering – Asks managers to reconsider how work would be done and their organization structured if they were starting over. – Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution. © 2005 Prentice Hall Inc. All rights reserved. 1–33
  • 34. Challenges and Opportunity for OB (cont’d) Challenges and Opportunity for OB (cont’d)  Improving People Skills  Empowering People  Stimulating Innovation and Change  Coping with “Temporariness”  Working in Networked Organizations  Helping Employees Balance Work/Life Conflicts  Improving Ethical Behavior © 2005 Prentice Hall Inc. All rights reserved. 1–34
  • 35. Basic OB Model, Stage II Basic OB Model, Stage Model An abstraction of reality. A simplified representation of some real-world phenomenon. E X H I B I T 1–7 E X H I B I T 1–7 © 2005 Prentice Hall Inc. All rights reserved. 1–35
  • 36. The Dependent Variables The Dependent Variables Dependent variable A response that is affected by an independent variable. y x © 2005 Prentice Hall Inc. All rights reserved. 1–36
  • 37. The Dependent Variables (cont’d) The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency. Effectiveness Achievement of goals. Efficiency The ratio of effective output to the input required to achieve it. © 2005 Prentice Hall Inc. All rights reserved. 1–37
  • 38. The Dependent Variables (cont’d) The Dependent Variables (cont’d) Absenteeism The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization. © 2005 Prentice Hall Inc. All rights reserved. 1–38
  • 39. The Dependent Variables (cont’d) The Dependent Variables (cont’d) 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. © 2005 Prentice Hall Inc. All rights reserved. 1–39
  • 40. The Dependent Variables (cont’d) The Dependent Variables (cont’d) Job satisfaction A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive. © 2005 Prentice Hall Inc. All rights reserved. 1–40
  • 41. The Independent Variables The Independent Variables Independent variable The presumed cause of some change in the dependent variable. Independent Independent Variables Variables Individual-Level Individual-Level Variables Variables © 2005 Prentice Hall Inc. All rights reserved. Group-Level Group-Level Variables Variables Organization Organization System-Level System-Level Variables Variables 1–41
  • 42. Basic OB Basic OB Model, Model, Stage II Stage II E X H I B I T 1–8 E X H I B I T 1–8 © 2005 Prentice Hall Inc. All rights reserved. 1–42