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Chapter 1 - Introduction of Ob

Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational performance. It draws from various disciplines like psychology, sociology, and anthropology. Key topics covered include individual behaviors, group dynamics, organizational structure, and the external environment. Anchors of OB knowledge include its multidisciplinary nature, use of systematic research methods, contingency approach, examination of multiple levels of analysis, and view of organizations as open systems.

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Mark Victor Valerian II
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435 views

Chapter 1 - Introduction of Ob

Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational performance. It draws from various disciplines like psychology, sociology, and anthropology. Key topics covered include individual behaviors, group dynamics, organizational structure, and the external environment. Anchors of OB knowledge include its multidisciplinary nature, use of systematic research methods, contingency approach, examination of multiple levels of analysis, and view of organizations as open systems.

Uploaded by

Mark Victor Valerian II
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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ORGANIZATIONAL

BEHAVIOR

ADM501
INTRODUCTION
CHAPTER OUTLINE

What is Organizational Behaviour (OB) ?

Why Study OB ?

OB Foundations

Types of Individual Behavior

Challenges and Trends in OB

Anchors of OB knowledge

Conclusion
WHAT IS ORGANIZATIONAL BEHAVIOUR (OB)

The study of what people think, feel and do in and


around organizations (Mc Shane 2013).
The study that investigates the impact that individuals,
groups and structure have on behavior, and how that
behavior affect the performance of the organization
(Robbins et al., 2004; Saha 2006).
The study of human behavior, attitudes and performance
within an organizational setting; drawing on theory,
methods, and principles from such disciplines as
psychology, sociology and cultural anthropology to learn
about individual, groups, structure and processes
(Ivancevich & Matteson, 2002)
WHAT IS ORGANIZATIONAL BEHAVIOR (OB)

OB studies identify three determinants of behavior in


organizations: individuals, groups and structure
Employee behavior, decisions, perceptions and
emotional responses
How individuals and teams in organizations relate to
one another and to their counterparts in other
organizations
Encompasses the study of how organizations interact
with their external environments especially in the
context of employee behavior and decisions
DEFINITION OF ORGANIZATION

According to Mc Shane (2013) organizations are group of


people who work interdependently toward some
purpose (public sector more to give service to
people/private sector they are gaining the profit for the
organization) – internal environment
Organization’s environment – various factors impinge
effectiveness; clients, legal, political, economic and
technological change and development – external
environment
DEFINITION OF ORGANIZATION

A coordinated unit consisting at least two people who


function to achieve a common goal or set of goals
Large and small, domestic and global, successful and
unsuccessful (Gibson, Ivancevich, Donelly and
Konopaske, 2009)

Consists of
communicate Coordinate collaborate
people who:
FOUNDATIONS OF OB

It emerged as a distinct field around late 1930s early 1940s.

But organizations have been studied by experts in other field for many
centuries e.g.
 Greek philosopher Plato wrote – the essence of leadership

 Chinese philosopher Confucius – the virtues of ethics and leadership

 1776 – Adam Smith – the benefits of job specialization and division of labor
(organization as a machine)

 German Sociologist Max Weber – Rational organizations, work ethic and


charismatic leadership (humanizing the organization)

In 1920s and 1940s Elton Mayo and a few other scholars introduced the
human relations where they emphasized the study of employee attitudes
and informal group dynamics in the workplace.

And so many others scholars that had their own findings in this area.
WHY STUDY OB?

To understand, predict, influence and control the


behavior
As an organizational and personal success factor

OB is a way of thinking (develop personal mental


models) – how an individual define and appraise the
environment – important element in selecting new
employees
Utilizes principles, models, theories and methods from
other disciplines (multidisciplinary)
WHY STUDY OB?

People and their attitudes, perception, learning


capacities, feelings and goals are importance to the
organization (humanistic orientation within OB) –
masculine and feminisme
OB determine level of performance, and provide ways to
improve performance (performance oriented)
The scientific method in OB explain variables and its
relationship
Provide answer to the questions that arise in the
organisation
(Ivancevich & Matteson, 2002; Saha, 2006)
TYPES OF INDIVIDUAL BEHAVIOUR

Task performance

Organizational Citizenship

Counterproductive Behavior

Joining and staying with the organization

Maintaining work attendance


TASK PERFORMANCE

 Goal directed behaviors under the individual’s control that


support organizational objectives .

 Job description, performance outcomes and client’s charter in


government agency – counter service meet client
expectations

 E.g concern work related matters, no delay, punctuality,


participative, contributive
ORGANIZATIONAL CITIZENSHIP

 Various forms of cooperation and helpfulness to others that support


the organization's social and psychological context (voluntary
act).

 Agency public image – show good attitude, corporate uniform,


attending voluntary project, discretionary action to help agency
avoid potential problem

 Conscientiousness personality – helping the needy, innovative,


giving ideas for improvement, aware, concern, willing to help
COUNTERPRODUCTIVE BEHAVIOR

 Voluntary behaviors that have the potential to directly or indirectly


harm the organization (organizational and interpersonal)

 e.g. corruption, inappropriate communication, harassing


coworkers, creating unnecessary conflict, deviating from
preferred work methods (shortcuts that risk work quality,
corruptions, breaching trust etc.)
JOINING AND STAYING WITH THE ORGANIZATION

 Agreeing to employment relationship; remaining in that


relationship (attracting and retaining talented people).

 In order to avoid existing employee leaving the agency (lost


knowledge, lower productivity, poor customer service)- nurturing
an enjoyable work environment.

 Employment brand – good employment relationship


MAINTAINING WORK ATTENDANCE

 Attending work at required times.


 Low in absenteeism- high in presenteeism
CONTEMPORARY CHALLENGES FOR ORGANIZATIONS/
OB TRENDS

Globalization

Workforce Diversity

Evolving Employment Relationship

Virtual Work

Work Values and Ethics

- Tutorial – Introduction, challenges, ways to overcome,


real world examples, conclusion, citation
GLOBALISATION
 Economic, social and culture
connectivity and interdependency
with people in other parts of the
world. It offers larger markets, lower
costs and greater access to
knowledge and innovation.

 Catalyzed by IT, ICT and


transportation systems

 Implications - increasing work


intensification (variety), reducing job
security, work life balance

 Leadership, organizational practices,


high performance organizations and
OB
WORKFORCE DIVERSITY

 Surface level diversity


The observable demographic or physiological differences in
people (race, ethnicity, gender, age and physical disabilities)
 Deep Level Diversity
The differences in the psychological characteristics of employees
(personalities, belief, values and attitude)
 Opportunities and challenges
Figure 1: Generational Cohort
Silents (before 1946) Different
expectations

Baby Boomers
(1946-1964)

Generation X
(1965-1979)

Millennials (Generation Y)
(after 1979)

Different Generation Z
attitudes
(after 1990)

Source: Mc Shane (2013) back


EVOLVING EMPLOYMENT RELATIONSHIP

 Aligning the workplace with employees’ expectations –


work-life valance
 Flexibility
 Contingent work
VIRTUAL WORK

 Telecommuting or teleworking
 Promote work-life balance, however lead social isolation
 Benefitting self motivated, organized, broadband
technologies
ANCHORS OF OB KNOWLEDGE

Multidisciplinary

Systematic Research

Contingency

Multiple Level of Analysis

Open Systems
MULTIDISCIPLINARY

 Many OB concepts adopted from other disciplines


 OB develops its own theories, but scans other
fields. Can help the field of OB nurture a diversity of
knowledge and perspectives about organization
 Created very much drawback such as lack of
common identity
 Traditional disciplines; psychology, sociology,
anthropology, political science, economics
 Emerging disciplines; communication, women
studies
SYSTEMATIC RESEARCH

 OB study organizations using systematic research


 Bombarded with theories and model
 Challenge translating general theories to specific
situations
 Scientific method; quantitative research
 Grounded theory; qualitative research
Example 1: Systematic Research
Example 2: Systematic Research

back
CONTINGENCY

 A particular action may have different consequences in


different situations. Need to diagnose the situation and
select best strategy under those conditions.
 Be selective in identifying best strategies most
appropriate under different conditions.
 No strategy fits all
Example 1: Contingency Research

back
MULTIPLE LEVELS OF ANALYSIS

 Individual, team, organizational level of analysis. OB


topics usually relevant at all three levels of analysis.
 Motivation, perception, personalities, attitudes
OPEN SYSTEM

 OB views organizations as open systems that interact


with the environment
 Monitor and able to maintain a close fit with external
environment and stakeholders
 Organisation consists of internal subsytems that need to
be aligned with each other
CONCLUSION

OB studies about people think, feel and act, in and


around the organization
People work interdependently for common purpose

Analysis covers three main aspects; people, team and


structure
Studies indicate various OB trends and challenges

OB anchors generally impose the significance of OB field


End of presentation

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