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    What Is Organizational Behavior?

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    Shoaib Ahmed Shaikh
    This chapter introduces organizational behavior and defines it as the field studying how individuals, groups, and structure impact behavior in organizations. It discusses how managers achieve goals through others, and their key functions of planning, organizing, leading, and controlling. Major contributing disciplines to OB are psychology, sociology, and social psychology. The chapter also outlines challenges and opportunities for OB, such as responding to globalization, managing diversity, and improving quality.

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    What Is Organizational Behavior?

    Uploaded by

    Shoaib Ahmed Shaikh
    31 views25 pages
    This chapter introduces organizational behavior and defines it as the field studying how individuals, groups, and structure impact behavior in organizations. It discusses how managers achieve goals through others, and their key functions of planning, organizing, leading, and controlling. Major contributing disciplines to OB are psychology, sociology, and social psychology. The chapter also outlines challenges and opportunities for OB, such as responding to globalization, managing diversity, and improving quality.

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    Introduction

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    This chapter introduces organizational behavior and defines it as the field studying how individuals, groups, and structure impact behavior in organizations. It discusses how managers achieve goals through others, and their key functions of planning, organizing, leading, and controlling. Major contributing disciplines to OB are psychology, sociology, and social psychology. The chapter also outlines challenges and opportunities for OB, such as responding to globalization, managing diversity, and improving quality.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    31 views25 pages

    What Is Organizational Behavior?

    Uploaded by

    Shoaib Ahmed Shaikh
    This chapter introduces organizational behavior and defines it as the field studying how individuals, groups, and structure impact behavior in organizations. It discusses how managers achieve goals through others, and their key functions of planning, organizing, leading, and controlling. Major contributing disciplines to OB are psychology, sociology, and social psychology. The chapter also outlines challenges and opportunities for OB, such as responding to globalization, managing diversity, and improving quality.

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    Chapter ONE

    What is
    Organizational
    Behavior?
    OBJECTIVES After studying this chapter, you sho
    be able to:
    1. Describe what managers do.
    2. Define organizational behavior (OB).
    3. Explain the value of the systematic study
    of OB.
    LEARNING

    4. Identify the contributions made by major


    behavioral science disciplines to OB.
    5. List the major challenges and
    opportunities for managers to use OB
    concepts.
    What Managers Do
    Managers (or administrators)
    Individuals who achieve goals through other
    people.

    Managerial
    ManagerialActivities
    Activities
    ••Make
    Makedecisions
    decisions
    ••Allocate
    Allocateresources
    resources
    ••Direct
    Directactivities
    activitiesof
    ofothers
    others
    to
    toattain
    attaingoals
    goals
    Where Managers Work
    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.
    Management Functions

    Planning Organizing

    Management
    Functions

    Controlling Leading
    Management Functions (cont’d)
    Planning
    A process that includes defining
    goals, establishing strategy, and
    developing plans to coordinate
    activities.
    Management Functions (cont’d)
    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.
    Management Functions (cont’d)
    Leading
    A function that includes motivating
    employees, directing others,
    selecting the most effective
    communication channels, and
    resolving conflicts.
    Management Functions (cont’d)
    Controlling
    Monitoring activities to ensure they are
    being accomplished as planned and
    correcting any significant deviations.
    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.
    Enter Organizational Behavior
    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.
    Complementing Intuition with
    Systematic Study
    Intuition
    “Gut” feelings about “why I do what I do” and
    “what makes others mark off”.

    Systematic study
    Looking at relationships, attempting to
    attribute causes and effects, and drawing
    conclusions based on scientific evidence.
    Provides a means to predict behaviors.
    Contributing Disciplines to the
    OB Field
    Psychology
    The science that seeks to measure, explain, and sometimes
    change the behavior of humans and other animals.

    E X H I B I T 1–3 (cont’d)
    Contributing Disciplines to the
    OB Field (cont’d)
    Sociology
    The study of people in relation to their fellow human beings.

    E X H I B I T 1–3 (cont’d)
    Contributing Disciplines to the OB
    Field (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.

    E X H I B I T 1–3 (cont’d)
    Contributing Disciplines to the OB
    Field (cont’d)
    Anthropology
    The study of societies to learn about human beings
    and their activities.

    E X H I B I T 1–3 (cont’d)
    Challenges and Opportunities for
    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.
    • Managing Workforce Diversity
    – Embracing diversity
    – Changing U.S. demographics
    – Implications for managers
    • Recognizing and responding to differences
    Major Workforce Diversity
    Categories
    Gender
    National
    Disability Origin

    Age
    Non-Christian
    Race
    Domestic
    Partners

    E X H I B I T 1–4
    Challenges and Opportunities for
    OB (cont’d)
    • 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
    What Is Quality Management?

    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
    Challenges and Opportunity for
    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
    Basic OB Model, Stage I
    Model
    An abstraction of reality.
    A simplified
    representation of some
    real-world phenomenon.

    E X H I B I T 1-6
    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 of one's job resulting from
    an evaluation of its characteristics.

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