MG225 Organizational Behavior

Reading: Chapter 1 (Organizational Behavior by Stephen P. Robbins, 15th ed.)

Instructor: Dr. Saif Maqbool

 Instructor’s Introduction
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Dr. Saif Maqbool

PhD in Management & Actuarial Sciences (Italy)
MSc in Business Administration (Rome, Italy)
BBA Hons (Pak)
Gold Medalist – Governor Punjab: Sardar Latif
Khosa
Professional Experience: 3.5 years in supply chain
Research Area:
Non-technological Innovations, Creativity,
Organizational Behavior, Supply Chain Management,
Entrepreneurship, Leadership
With President European Council for Small
Email Landline Business and Entrepreneurship (ECSB) Prof.
Saif.maqbool@nu.edu.pk 041-111-128-128 (Ext. 257) Robert Blackburn at Research in
FAST School of Management, FAST-NUCES, CFD Campus Entrepreneurship and Small Business Conference
(RENT2016) in Antwerp, Belgium
 Books to follow
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Edition
Title of Book Organizational Behavior
15th
Author Stephen P. Robbins, Timothy A. Judge, Neharika Vohra
Publisher Pearson – Prentice Hall
Title of Book Organizational Behavior: An evidence based approach
1.
Imprint details By: Fred Luthans (12th edition - 2013) – McGraw-Hill
Title of Book Principles of Organizational Behavior (3rd edition - 2012)
2.
Imprint details By: R. Fincham, P. Rhodes; Oxford University Press
Title of Book Essentials of Organizational Behavior (13th edition - 2017)
3.
Imprint details By: Stephen P. Robbins, Timothy A. Judge; Pearson
 Course Objectives
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 To enable students to understand the importance of OB theory and concepts.

 To develop a deeper understanding of how the study of organisational behaviour
can aid us in improving the performance and well being of people at work;
 To make understand how models, theories and concepts about organisational
behaviour can be used to promote the effectiveness of individuals, groups and
organizations;
 To develop skills for the analysis of individual, group and organisational functioning
that enhances their effectiveness as managers;
 To develop a richer and more complex representation of organisational behavior,
enabling them to contribute more effectively in the workplace.
Organizational
Behavior

Introduction
 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.
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Contributing Disciplines to OB
Psychology
The science that seeks to measure,
explain, and sometimes change
the behavior of humans and other
animals.
Sociology
The study of people in relation to
their fellow human beings.
Social Psychology
An area within psychology that
blends concepts from psychology
and sociology and that focuses on
the influence of people on one
another.
Anthropology
The study of societies to learn
about human beings and their
activities.
Three Levels of OB Analysis
Organizational Level
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village

Group Level
• Working with others
• Workforce diversity Workplace

Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically
Why Do We Study OB?
 To learn about yourself and others.
 To understand how the many organizations you encounter
work.
 To become familiar with team work.
 To help you think about the people issues faced by
managers and entrepreneurs
 What Managers Do?
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 Managers (or administrators)

Individuals who achieve goals through other people.

Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
 Where Managers Work
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 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 is the attainment of organizational goals in an effective and
efficient manner through planning, organizing, leading, and controlling
organizational resources:

 Managers get things done through the organization.

 Managers create right systems and environment.
 Organizations need good managers.

Coordination of the work activities of others so that their

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

Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission
of Pearson Education.
 Management Skills
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 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.
There Are Few Absolutes in OB
 Impossible to make simple and accurate generalizations.
 Human beings are complex and diverse.
 OB concepts must reflect situational conditions: contingency variables
 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
Input “A” Condition Behavior
“C” “B”
Challenges and Opportunities for OB
 The workplace contains a wide mix of cultures, races, ethnic groups,
genders and ages
 Employees have to learn to cope with rapid change due to global
competition
 Corporate loyalty has decreased due to corporate downsizing and use of
temp workers
 Managers can benefit from OB theory and concepts
Responding to Globalization
 Increased foreign assignments
 Differing needs and aspirations in workforce

 Working with people from different cultures

 Domestic motivational techniques and managerial
styles may not work
 Overseeing movement of jobs to countries with low-
cost labor
 Managing Workforce Diversity
1-19

Workforce Diversity:
Organizations are becoming a more heterogeneous
mix of people in terms of gender, age, race, ethnicity,
and sexual orientation.
 Embracing diversity
 Changing U.S. and world demographics
 Implications for managers.
 Recognizing and responding to differences

Gender Race Age Religion

OB support in Dealing With
OB not only helps employees understand themselves
better, it also offers a roadmap for managers to improve
all aspects of their organizations:
 Stimulating Innovation and Change
 Helping employees balance work-life conflicts
 Improving People Skills & performance

 Empowering People

 Encouraging Leadership
 Working in Networked Organizations

 Improving Ethical Behavior

 Improved customer services

 Managing People during the War on Terrorism

Focal Points of OB
 Jobs
 Work
 Absenteeism
 Employment turnover
 Productivity
 Human performance
 Management
OB Offers Insights Into:
 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
Complementing Intuition with Systematic
Study
 Intuition:
 The “gut feeling”

 Common sense

 Individual observation

 Systematic study improves ability to accurately predict behavior.

 Assumes behavior is not random.

 Fundamental consistencies underlie behavior.

 These can be identified and modified to reflect individual differences.

 Systematic Study
1-24

 Examines relationships.
 Attempts to attribute causes and effects.
 Bases conclusions on scientific evidence:
 On data gathered under controlled conditions.

 Data is measured and interpreted in a reasonably

rigorous manner.
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)
 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
Variables Can Be

Individual-Level Organization
Group-Level
Variables System-Level
Variables
Variables
 Keep in Mind…
1-31

 OB’s goal is to understand and predict human behavior in

organizations.
 Fundamental consistencies underlie behavior.
 It is more important than ever to learn OB concepts.
 Both managers and employees must learn to cope with
temporariness.