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Chapter 1: What Is Organizational Behavior?

This document provides an overview of organizational behavior. It defines organizational behavior as a field that investigates how individuals, groups, and organizational structure impact behavior in organizations. It identifies the major contributing disciplines to OB as psychology, social psychology, sociology, and anthropology. It also outlines Katz's three essential management skills and describes Mintzberg's 10 managerial roles. Finally, it introduces an OB model with individual, group, and organizational levels of analysis and independent and dependent variables.

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taro
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22 views

Chapter 1: What Is Organizational Behavior?

This document provides an overview of organizational behavior. It defines organizational behavior as a field that investigates how individuals, groups, and organizational structure impact behavior in organizations. It identifies the major contributing disciplines to OB as psychology, social psychology, sociology, and anthropology. It also outlines Katz's three essential management skills and describes Mintzberg's 10 managerial roles. Finally, it introduces an OB model with individual, group, and organizational levels of analysis and independent and dependent variables.

Uploaded by

taro
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Organizational

Behavior

Chapter 1: What Is Organizational


Behavior?
Chapter Learning Objectives
After studying this chapter you should be able to:
Describe the manager’s functions, roles, and skills.
Define organizational behavior (OB).
Intuition and systematic study.
Identify the major behavioral science disciplines that
contribute to OB.
Compare the three levels of analysis in this book’s OB
model.
Describe independent and dependent variables

1-2
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.
What Is Management?
Management
Coordinating and overseeing the work activities
of others so their activities are completed
efficiently and effectively.

1–4
Four Management Functions
 PLAN
• A process that includes defining goals, establishing
strategy, and developing plans to coordinate activities.
 ORGANIZE
• 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.
Four Management Functions
 LEAD
• A function that includes motivating employees,
directing others, selecting the most effective
communication channels, and resolving conflicts.
 CONTROL
• Monitoring performance, comparing actual
performance with previously set goals, and correcting
any deviation.
Mintzberg’s Managerial Roles
 Ten roles in three groups Interpersonal
• Figurehead, Leader, and Liaison
 Informational
• Monitor, Disseminator, Spokesperson
 Decisional
• Entrepreneur, Disturbance Handler, Resource
Allocator, and Negotiator.
Katz’s 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
Classifying Managers
 First-line Managers
• Individuals who manage the work of non-managerial
employees.

 Middle Managers
• Individuals who manage the work of first-line managers.

 Top Managers
• Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the
entire organization.
Classifying Managers
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.
Intuition and Systematic Study
 Intuition
 Gut feelings
 Individual observation
 Common sense
 Systematic Study
 Looks at relationships
 Scientific evidence
 Predicts behaviors
The two are complementary means of predicting behavior.

1-12
Four Contributing Disciplines

 Psychology
The science that seeks to measure,
explain, and sometimes change the
behavior of humans and other
animals.
Unit of Analysis:
• Individual
Four Contributing Disciplines
 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
Four Contributing Disciplines

• Sociology
The study of people in relation to
their fellow human beings.
Unit of Analysis:
• Organizational System
• Group
Four Contributing Disciplines
• Anthropology
The study of societies to learn
about human beings and their
activities.
Unit of Analysis:
• Organizational System
• Group
Developing an OB Model
 A model is an abstraction of reality: a simplified representation of some real-world
phenomenon.

OB Model consist of three types of variables :


Inputs
 Variables that lead to processes.
Processes
Actions that individuals, groups and organizations engage in as a result of
inputs and that lead to certain outcomes.
Outcomes
Key factors that are affected by some other variables.

 Our OB model has three levels of analysis:


Each level is constructed on the prior level
Individual
Group
Organizational Systems 1-17
A Basic OB Model

1-18
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.
1-19
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 about one's job resulting from an evaluation of its
characteristics.

1-20
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.
1-21

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