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Organizational Behaviour real concepts INTRO.pptx
- 1.
- 2. What is anOrganization? 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. Or Organization: A tool people use to coordinate their actions to obtain something they desire or value
- 3. Management Skills Technical skills Theability 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.
- 4. managerial activity andmanagerial success(Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communication • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others
- 5. Allocation of Activitiesby Time Managers who were promoted faster (were successful) did different things than did effective managers (those who did their jobs well)
- 6. Managers Should UseAll Three Approaches The trick is to know when to go with your gut. – Jack Welsh • Intuition is often based on inaccurate information • Systematic study can be time consuming Use evidence as much as possible to inform your intuition and experience. That is the promise of OB. 1-6
- 7. Complementing Intuition with SystematicStudy Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. Intuition “Gut” feelings about “why I do what I do” and “what makes others tick”.
- 8. 8 Now create thelink …. A strategy is a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors. Key managerial responsibilities include strategy formulation and implementation. Knowledge of OB is essential to effectively strategy implementation.
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- 10. Enter Organizational Behavior Organizationalbehavior (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.
- 11. Next step……. • Whatdisciplines contributes to OB
- 13. Contributing Disciplines tothe OB Field E X H I B I T 1–3 (cont’d) Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
- 14. Contributing Disciplines tothe OB Field (cont’d) E X H I B I T 1–3 (cont’d) Sociology The study of people in relation to their fellow human beings.
- 15. Contributing Disciplines tothe OB Field (cont’d) E X H I B I T 1–3 (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.
- 16. Contributing Disciplines tothe OB Field (cont’d) E X H I B I T 1–3 (cont’d) Anthropology The study of societies to learn about human beings and their activities.
- 17. SO WHAT ARETHE CHALLENGES FOR OB…. There are challenges for every discipline…
- 18. Challenges and Opportunitiesfor OB 1. Responding to Globalization 2. Managing Workforce Diversity 3. Responding to Economic Pressures Further more, • Improving Quality and Productivity • Improving Customer Service • Improving People Skills • Stimulating Innovation and Change • Coping with “Temporariness” • Working in Networked Organizations • Helping Employees Balance Work-Life Conflicts • Creating a Positive Work Environment • Improving Ethical Behavior 1-18
- 19. Challenges and Opportunitiesfor 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 low- cost labor – Managing people during the war on terror.
- 20. Challenges and Opportunitiesfor OB • Managing Workforce Diversity – Embracing diversity – Changing U.S. demographics – Implications for managers • Recognizing and responding to differences Disability Gender Age National Origin Religion Race Domestic Partners
- 21.
- 22. Responding to EconomicPressures • What do you do during difficult economic times? – Effective management is critical during hard economic times. – Managers need to handle difficult activities such as firing employees, motivating employees to do more with less and working through the stress employees feel when they are worrying about their future. – OB focuses on issues such as stress, decision making, and coping during difficult times. 1-22
- 23. Challenges and Opportunitiesfor OB (cont’d) • Improving Quality and Productivity – Quality management (QM)(detail in coming slides) – 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
- 24. What Is QualityManagement? 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
- 25. Challenges and Opportunityfor 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 • Managing People during the War on Terrorism
- 26. A Downside toEmpowerment?
- 27. What does OBstudy?
- 28. Basic OB Model,Stage I E X H I B I T 1-6 input processes output
- 30. The Dependent Variables •Productivity OCB • Absenteeism Job Satisfaction • TO Dependent variable A response that is affected by an independent variable The dependent variables in OB are the employee behaviors that managers try to impudence. There are five categories of these behaviors.
- 31. The Dependent Variables(cont’d) 1. Productivity A performance measure that includes effectiveness and efficiency. Effectiveness Achievement of goals. Efficiency Meeting goals at a low cost.
- 32. The Dependent Variables(cont’d) 2. Absenteeism The failure to report to work. Estimated annual cost—over $40 billion for U.S. organizations; $12 billion for Canadian firms; more than 60 billion Deutsch Marks (U.S. $35.5 billion) each year in Germany A one-day absence by a clerical worker can cost a U.S. employer up to $100 in reduced efficiency and increased supervisory workload. 3. Turnover The voluntary and involuntary permanent withdrawal from an organization.
- 33. The Dependent Variables(cont’d) unusual Workplace Behavior Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.
- 34. The Dependent Variables(cont’d) 4. Organizational citizenship behavior (OCB) Discretionary/optional behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
- 35. The Dependent Variables(cont’d) 5. 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.
- 36. The Independent Variables Independent VariablesCan Be Individual-Level Variables Organization System-Level Variables Group-Level Variables Independent variable The presumed cause of some change in the dependent variable; major determinants of a dependent variable.
- 37. In other words.. •The independent variable in OB are those factors that shape employee behaviors and attitudes (i.e., productivity, absenteeism, turnover, organizational citizenship, and job satisfaction). Many of these independent variables are outside the manager’s control, but managers must still be aware of these variables in order to anticipate their effects. • Most researchers agree that the independent variables shaping employee behaviors and attitudes are best conceptualized as a set of three layers: the individual employee, work groups or teams, the organization as a whole.
- 38.
- 39. Questions • “Behavior isgenerally predictable, so there is no need to formally study OB.” Why is that statement wrong? • What are the three levels of analysis in our OB model? Are they related? If so, how?
- 40. END • Stephen PRobbins (2013) • Ch 1
Editor's Notes
- #4 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.
- #6 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.
- #18 In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen.
- #19 In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen.
- #20 In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen.
- #22 During economic difficulties, the need for effective managers is heightened. Anyone can manage during good times; it is much tougher to manage through economic struggles. Often when there are economic pressures, managers are forced to make decisions based on resource constraints. These situations may include laying off employees, motivating employees when there are limited resources, and encouraging employees when they are stressed about their futures.