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Organizational Behavior PPT Chapter 01 2

Organizational behavior is the study of how people interact within groups in business settings. It aims to improve job performance, satisfaction, innovation, and leadership. The chapter introduces organizational behavior and its importance. It defines management functions, roles, and skills. Finally, it discusses the behavioral science disciplines that contribute to organizational behavior and compares the three levels of analysis in the book's organizational behavior model.

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2K views22 pages

Organizational Behavior PPT Chapter 01 2

Organizational behavior is the study of how people interact within groups in business settings. It aims to improve job performance, satisfaction, innovation, and leadership. The chapter introduces organizational behavior and its importance. It defines management functions, roles, and skills. Finally, it discusses the behavioral science disciplines that contribute to organizational behavior and compares the three levels of analysis in the book's organizational behavior model.

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arham butt
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Organizational Behavior

Chapter 01
What is Organizational behavior?
Introduction
• Organizational behavior is the academic study of how people interact within groups. The
principles of the study of organizational behavior are applied primarily in attempts to make
businesses operate more effectively.
• The study of organizational behavior includes areas of research dedicated to improving job
performance, increasing job satisfaction, promoting innovation, and encouraging leadership. Each
has its own recommended actions, such as reorganizing groups, modifying compensation
structures, or changing methods of performance evaluation.
LEARNING OBJECTIVES
• After studying this
.
chapter, you should be able to:
• 1 Demonstrate the importance of interpersonal skills in the workplace.
• 2 Describe the manager’s functions, roles, and skills.
• 3 Define organizational behavior ( OB ).
• 4 Show the value to OB of systematic study.
• 5 Identify the major behavioral science disciplines that contribute to OB.
• 6 Demonstrate why few absolutes apply to OB.
• 7 Identify the challenges and opportunities managers have in applying OB
concepts.
• 8 Compare the three levels of analysis in this book’s OB model
The Importance of Interpersonal Skills
Learning Objective 01

• Until the late 1980s, business school curricula emphasized the


technical aspects of management, focusing on economics, accounting,
finance, and quantitative techniques. Course work in human behavior
and people skills received relatively less attention.
LO2: Describe the manager’s functions, roles, and skills

• Manager An individual who achieves goals through other people.


• Managers get things done through other people. They make decisions, allocate resources, and
direct the activities of others to attain goals. Managers do their work in an organization.
• 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
LO2: Describe the manager’s functions, roles, and skills

• 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.
Management Roles
LO2: Describe the manager’s functions, roles, and skills

• Management Roles In the late 1960s, Henry Mintzberg, then a


graduate student at MIT, undertook a careful study of five executives
to determine what they did on their jobs. On the basis of his
observations, Mintzberg concluded that managers perform ten
different, highly interrelated roles—or sets of behaviors.
• these ten roles are primarily
• (1) interpersonal,
• (2) informational, or
• (3) decisional.
Management Skills
LO2: Describe the manager’s functions, roles, and 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 versus Successful Managerial Activities
LO2: Describe the manager’s functions, roles, and skills

• Luthans and his associates studied more than 450 managers. All
engaged in four managerial activities:
• 1. Traditional management. Decision making, planning, and
controlling.
• 2. Communication. Exchanging routine information and processing
paperwork.
• 3. Human resource management. Motivating, disciplining, managing
conflict, staffing, and training.
• 4. Networking. Socializing, politicking, and interacting with outsiders.
Effective versus Successful Managerial Activities
LO2: Describe the manager’s functions, roles, and skills
Enter Organizational Behavior
LO3: Define organizational behavior ( OB )

• We’ve made the case for the importance of people skills. But neither
this book nor the discipline on which it is based is called “people
skills.” The term that is widely used to describe the discipline is
organizational behavior.
Enter Organizational Behavior
LO3: Define organizational behavior ( OB )
• 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
LO4: Show the value to OB of systematic study.

• systematic study Looking at relationships, attempting to attribute


causes and effects, and drawing conclusions based on scientific
evidence.
• intuition A gut feeling not necessarily supported by research.
• evidence-based management (EBM) The basing of managerial
decisions on the best available scientific evidence.
Disciplines that contribute to OB
LO5: Identify the major behavioral science disciplines that contribute to OB.

• Psychology seeks to measure, explain, and sometimes change the


behavior of humans and other animals. Those who have contributed
and continue to add to the knowledge of OB are learning theorists,
personality theorists, counseling psychologists, and, most important,
industrial and organizational psychologists.
• Social psychology, generally considered a branch of psychology,
blends concepts from both psychology and sociology to focus on
peoples’ influence on one another. One major study area is change—
how to implement it and how to reduce barriers to its acceptance
Disciplines that contribute to OB
LO5: Identify the major behavioral science disciplines that contribute to OB.

• Sociology While psychology focuses on the individual, sociology


studies people in relation to their social environment or culture.
Sociologists have contributed to OB through their study of group
behavior in organizations, particularly formal and complex
organizations
• Anthropology is the study of societies to learn about human beings
and their activities. Anthropologists’ work on cultures and
environments has helped us understand differences in fundamental
values, attitudes, and behavior between people in different countries
and within different organizations
challenges and opportunities applying OB
LO6: Demonstrate why few absolutes apply to OB

• Responding to Economic Pressures


• Responding to Globalization
• Increased Foreign Assignments
• Working with People from Different Cultures
• Overseeing Movement of Jobs to Countries with Low-Cost Labor
• Managing Workforce Diversity
• Improving Customer Service
• Improving People Skills
• Stimulating Innovation and Change
Challenges and opportunities applying OB
LO6: Demonstrate why few absolutes apply to OB

• Working in Networked Organizations


• Networked organizations allow people to communicate and work together
even though they may be thousands of miles apart
• Helping Employees Balance Work–Life Conflicts
• Creating a Positive Work Environment
Develop an OB Model
LO8: Compare the three levels of analysis in this book’s OB model

• Input 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.
Outcomes
LO8: Compare the three levels of analysis in this book’s OB model

• we’ll briefly discuss each here so you can understand what the “goal”
of OB will be

• Task performance The combination of effectiveness and efficiency at


doing your core job tasks.
• Citizenship behavior Discretionary behavior that contributes to the
psychological and social environment of the workplace.
• withdrawal behavior The set of actions employee take to separate
themselves from the organization.
Outcomes
LO8: Compare the three levels of analysis in this book’s OB model
• group cohesion The extent to which members of a group support and validate
one another while at work.
• group functioning The quantity and quality of a work group’s output.
• productivity The combination of the effectiveness and efficiency of an
organization.
• effectiveness The degree to which an organization meets the needs of its
clientele or customers.
• efficiency The degree to which an organization can achieve its ends at a low cost.
• organizational survival The degree to which an organization is able to exist and
grow over the long term.

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