ORGANIZATIONAL

BEHAVIOR
CHAPTER 1
INTRODUCTION TO
ORGANIZATIONAL
BEHAVIOR

Lecturer Name :
Nur Hidayah Zulkefli, Kolej Teknologi Timur (KTT)
Date :
Feb’22
LEARNING OBJECTIVES

1.1 Demonstrate the importance of interpersonal skills in the workplace.

1.2 Define organizational behavior (OB).
1.3 Identify the major behavioral science disciplines that contribute to OB.
1.4 Identify managers’ challenges and opportunities in applying OB concepts.
1.5 Compare the three levels of analysis in this text’s OB model.
1.6 Describe the key employability skills gained from studying OB applicable to
other majors or future careers.

2
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.
DESCRIBE THE MANAGER’S FUNCTIONS,
ROLES, AND SKILLS (1 OF 4)
 Manager: Someone who gets things done through other people
in organizations.
 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.
-- Planning, organizing, leading, and controlling --
 Mintzberg concluded that managers perform ten different, highly
interrelated roles or sets of behaviors attributable to their jobs.
DESCRIBE THE MANAGER’S FUNCTIONS,
ROLES, AND SKILLS (2 OF 4)
Exhibit 1-1 Minztberg’s Managerial Roles

Role Description
Interpersonal Blank
Figurehead Symbolic head; required to perform a number of routine duties of a legal or
social nature
Leader Responsible for the motivation and direction of employees
Liaison Maintains a network of outside contacts who provide favors and information
Informational Blank
Monitor Receives a wide variety of information; serves as nerve center of internal and
external information of the organization
Disseminator Transmits information received from outsiders or from other employees to
members of the organization
DESCRIBE THE MANAGER’S FUNCTIONS,
ROLES, AND SKILLS (3 OF 4)
[Exhibit 1-1 Continued]

Role Description
Spokesperson Transmits information to outsiders on organization’s plans,
policies, actions, and results; serves as expert on organization’s
industry
Decisional Searches organization and its environment for opportunities
and initiates projects to bring about change
Entrepreneur Responsible for corrective action when organization faces
important, unexpected disturbances
Resource allocator Makes or approves significant organizational decisions
Negotiator Responsible for representing the organization at major
negotiations
Source: H. Mintzberg, The Nature of Managerial Work, 1st ed., © 1973, pp. 92–93. Reprinted and electronically reproduced by permission of Pearson
Education, Inc., New York, NY.
DESCRIBE THE MANAGER’S FUNCTIONS,
ROLES, AND SKILLS (4 OF 4)
• Management Skills
– Technical Skills – the ability to apply specialized
knowledge or expertise. All jobs require some
specialized expertise, and many people develop their
technical skills on the job.
– Human Skills – the ability to work with, understand,
and motivate other people.
– Conceptual Skills – the mental ability to analyze
and diagnose complex situations.
EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL
ACTIVITIES (1 OF 2)
• Luthans and his associates found that all
managers engage in four managerial
activities:
• Traditional management
• Communication
• Human resource management
• Networking
EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL
ACTIVITIES (2 OF 2)
Exhibit 1-2 Allocation of Activities by Time

Source: Based on F. Luthans, R. M. Hodgetts, and S. A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
DEFINE ORGANIZATIONAL BEHAVIOR

Organizational behavior (OB) is 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.
IDENTIFY THE MAJOR
BEHAVIORAL SCIENCE
DISCIPLINES THAT CONTRIBUTE TO
OB (1 OF 4)
• Organizational behavior is an applied
behavioral science that is built upon
contributions from a number of behavioral
disciplines:
• Psychology
• Social psychology
• Sociology
• Anthropology
IDENTIFY THE MAJOR
BEHAVIORAL SCIENCE
DISCIPLINES THAT CONTRIBUTE TO
OB (2 1-3
Exhibit OFToward
4) an OB
Discipline
IDENTIFY THE MAJOR
BEHAVIORAL SCIENCE
DISCIPLINES THAT CONTRIBUTE TO
OB (3 OF 4)
• Psychology
• seeks to measure, explain, and
sometimes change the behavior of
humans and other animals.
• Social psychology
• blends the concepts of psychology and
sociology.
IDENTIFY THE MAJOR BEHAVIORAL
SCIENCE DISCIPLINES THAT
CONTRIBUTE TO OB (4 OF 4)
• Sociology
• studies people in relation to their
social environment or culture.
• Anthropology
• is the study of societies to learn about
human beings and their activities.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
Exhibit 1-4 Employment Options
(1 OF 12)

Sources: Based on J. R. Anderson, E. Binney, N. M. Davis, G. Kraft, S. Miller, T. Minton-Eversole, . . . and A. Wright, “Action
Items: 42 Trends Affecting Benefits, Compensation, Training, Staffing and Technology,” HR Magazine (January 2013): 33; M.
Dewhurst, B. Hancock, and D. Ellsworth, “Redesigning Knowledge Work,” Harvard Business Review (January–February 2013): 58–
64; E. Frauenheim, “Creating a New Contingent Culture,” Workforce Management (August 2012): 34–39; N. Koeppen, “State Job
Aid Takes Pressure off Germany,” The Wall Street Journal, February 1, 2013, A8; and M. A. Shaffer, M. L. Kraimer, Y.-P. Chen, and
M. C. Bolino, “Choices, Challenges, and Career Consequences of Global Work Experiences: A Review and Future Agenda,” Journal
of Management (July 2012): 1282–1327.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (2 OF 12)
• Responding to economic pressure
• In tough economic times, effective
management is an asset.
• In good times, understanding how to
reward, satisfy, and retain employees is at a
premium.
• In bad times, issues like stress, decision
making, and coping come to the forefront.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (3 OF 12)
• Responding to globalization
• Increased foreign assignments.
• Working with people from different
cultures.
• Overseeing movement of jobs to countries
with low-cost labor.
• Adapting to differing cultural and
regulatory norms.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS
OB POLL Percentage of Men and Women Working
(4 OF 12)

Sources: Based on U.S. Bureau of Labor Statistics, “Women in the Labor Force: A Datebook,” 2014,
www.bls.gov/opub/reports/cps/women-in-the-labor-force-adatabook-2014.pdf; and U.S. Bureau of Labor Statistics, “Economic News
Release,” 2013, http://www.bls.gov/news.release/ecopro.t02.htm.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (5 OF 12)

• Managing workforce diversity

• Workforce diversity – organizations
are becoming more heterogeneous in
terms of gender, age, race, ethnicity,
sexual orientation, and inclusion of
Workforce other diverse groups.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (6 OF 12)

• Improving customer service

• Service employees have substantial
interaction with customers.
• Employee attitudes and behavior are
associated with customer satisfaction.
• Need a customer-responsive culture.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (7 OF 12)

• Improving people skills

• People skills are essential to managerial
effectiveness.
• OB provides the concepts and theories
that allow managers to predict
employee behavior in given situations.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (8 OF 12)
• Working in networked organizations
• Networked organizations are becoming
more pronounced.
• A manager’s job is fundamentally
different in networked organizations.
• Challenges of motivating and leading
“online” require different techniques.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (9 OF 12)
• Using social media at work
• Policies on accessing social media at
work.
• When, where, and for what purpose.
• Impact of social media on employee
well-being.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (10 OF 12)
• Enhancing employee well-being at work
• The creation of the global workforce means work no
longer sleeps.
• Communication technology has provided a vehicle for
working at any time or any place.
• Employees are working longer hours per week.
• The lifestyles of families have changed—creating
conflict.
• Balancing work and life demands now surpasses job
security as an employee priority.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (11 OF 12)
• Creating a positive work environment
• Positive organizational scholarship is
concerned with how organizations develop
human strength, foster vitality and resilience,
and unlock potential.
• This field of study focuses on employees’
strengths versus their limitations, as
employees share situations in which they
performed at their personal best.
IDENTIFY THE CHALLENGES AND
OPPORTUNITIES OF OB CONCEPTS (12 OF 12)
• Improving ethical behavior
• Ethical dilemmas and ethical choices are
situations in which an individual is required to
define right and wrong conduct.
• Good ethical behavior is not so easily defined.
• Organizations distribute codes of ethics to guide
employees through ethical dilemmas.
• Managers need to create an ethically healthy
climate.
THREE LEVELS OF ANALYSIS IN
THIS TEXT’S OB MODEL
Exhibit 1-5 A Basic OB Model
THREE LEVELS OF ANALYSIS IN THIS BOOK’S
OB MODEL (1 OF 3)
• Inputs
• Variables like personality, group
structure, and organizational
culture that lead to processes.
• Group structure, roles, and team
responsibilities are typically
assigned immediately before or
after a group is formed.
• Organizational structure and
culture change over time.
THREE LEVELS OF ANALYSIS IN THIS BOOK’S
OB MODEL (2 OF 3)
• Processes
• If inputs are like the nouns
in organizational behavior,
processes are like verbs.
• Defined as actions that
individuals, groups, and
organizations engage in as
a result of inputs, and that
lead to certain outcomes.
THREE LEVELS OF ANALYSIS IN THIS BOOK’S
OB MODEL (3 OF 3)
• Outcomes
• Key variables that you
want to explain or predict,
and that are affected by
some other variables.