This document provides an introduction to organizational behavior. It begins by outlining the learning objectives of understanding key OB concepts like defining OB, explaining the value of its systematic study, and identifying the contributions of behavioral science disciplines. Next, it describes the functions of managers and defines central OB terms. It then discusses the major challenges and opportunities managers face in applying OB concepts, such as managing workforce diversity and improving quality. Finally, it introduces a basic three-level OB model that examines individual, group, and organizational factors as independent variables that influence important dependent variables like productivity, absenteeism, and job satisfaction.
organizational behavior
,
where managers work
,
management functions
,
mintzberg’s managerial roles
,
challenges and opportunities for ob
,
a downside to empowerment
,
the dependent variables
organizational behavior
,
where managers work
,
management functions
,
mintzberg’s managerial roles
,
challenges and opportunities for ob
,
a downside to empowerment
,
the dependent variables
Define Organizational Behavior (OB).
Describe what managers do
Explain the value of the systematic study of OB.
Major challenges and opportunities to use OB concepts.
Managing Workforce Diversity.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Define Organizational Behavior (OB).
Describe what managers do
Explain the value of the systematic study of OB.
Major challenges and opportunities to use OB concepts.
Managing Workforce Diversity.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
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• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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4. 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.
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5. 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.
L
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(cont’d)
6. Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
7. 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.
9. Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
10. 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.
11. Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
16. 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.
17. Effective Versus Successful
Managerial Activities (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
18. E X H I B I T
1–2
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real
Managers (Cambridge, MA: Ballinger, 1988).
19. 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.
20. 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
A feeling not necessarily supported by research.
25. Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.
30. CHALLENGES & OPPURTUNITIES OF
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 Workforce Diversity
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences
32. Challenges & Opportunities of OB (Contd..)
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
33. 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.
34. IMPROVING QUALITY & 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.
35. CHALLENGES & OPPUTUNIES FOR OB(Contd..
• 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
38. 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.
39. Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
41. 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.