Introduction to Organizational

Behavior

Lecture 1
Dr. Amna Yousaf
PhD (HRM)
University of Twente, the
Netherlands
 Course Outline
• Introduction to OB
• Influences on Employee behavior
• Attitudes and Job Satisfaction
• Personality Traits
• Motivation Theories
• Motivating Through Work Design
• Organizational Change
• Ethics, Justice and Fair Treatment
 Course Outline
• Communication in Organizations
• Leadership
• Power and Politics
• Safety and Health
• Organizational Structure
• Discrimination, Diversity Management
• HRM Practices – Recruitment
• HRM Practices – Selection
 Course Outline
• HRM Practices – T&D, Compensation
• Strategic HRM and Employee Behavior
• Teams and Outcomes
• Conclusions
 Reference Material
• Organizational Behavior – Robbins &
Judge
• Human Resource Management – Gery
Dessler
• Strategic Human Resource Management –
Peter Boxall & John Purcell
• Other online material
OBJECTIVES After studying this chapter, you should
be able to:
1. Describe what managers do.
2. Define organizational behavior (OB).
3. Explain the value of the systematic study
LEARNING

of OB.
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
What Managers
Managers Do
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
Where Managers
Managers Work
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
Management Functions
Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading
Management
Management Functions
Functions (cont’d)
(cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
Management
Management Functions
Functions (cont’d)
(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
Management Functions
Functions (cont’d)
(cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
Management
Management Functions
Functions (cont’d)
(cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1
E X H I B I T 1–1
by H. Mintzberg. Reprinted by permission of Pearson Education.
 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
 Management
Management Skills
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.
Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)
1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
2.
2.Communication
Communication
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
3.
3.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
4.
4.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others
Allocation
Allocation of
of Activities
Activities by
by Time
Time
Enter
Enter Organizational
Organizational Behavior
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
Complementing Intuition
Intuition with
with
Systematic
Systematic Study
Study
Intuition
“Gut” feelings about “why I do what I do” and “what
makes others tick”.

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)
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)
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)
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)
E X H I B I T 1–3 (cont’d)
 There Are Few Absolutes in OB
Contingency variables: "It
Depends!!!"
Situational factors that make the main
relationship between two variables change---
e.g., the relationship may hold for one
condition but not another.

In Country 1
x May be related to
y
In Country 2
x May NOT be related to y
 Challenges and Opportunities for
OB
• Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Overseeing movement of jobs to countries with low-cost
labor
– Managing people during the war on terror.
• Managing Workforce Diversity
– Embracing diversity
– Changing demographics
– Implications for managers
• Recognizing and responding to differences
 Major Workforce Diversity
Categories
Gender
Gender
National
National
Disability
Disability Origin
Origin
Age
Age
Non-Christian
Non-Christian
Race
Race
Domestic
Domestic
Partners
Partners

E X H I B I T 1–4
E X H I B I T 1–4
 Challenges and Opportunities for
OB (cont’d)
• Improving Quality and Productivity
– Quality management (QM)
• 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
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”
• Helping Employees Balance Work/Life
Conflicts
• Improving Ethical Behavior
A Downside to Empowerment?
 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
E X H I B I T 1-6
 The Dependent Variables
Dependent variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand).
y

x
 The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.

Effectiveness
Achievement of goals.

Efficiency
Meeting goals at a low
cost.
The Dependent Variables (cont’d)

Absenteeism
The failure to report to work.

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
The Dependent Variables (cont’d)

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.
 The Dependent Variables (cont’d)
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.
 The Dependent Variables (cont’d)
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.
 The Independent Variables
Independent variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable.

Independent
Independent
Variables
VariablesCan
Can Be
Be

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables
Basic OB
Model,
Stage II

E X H I B I T 1-7
E X H I B I T 1-7