What is Organization Behavior (OB) - Chapter 1

ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S T W E L F T H E D I T I O N By: Amin Rajani OBJECTIVES LEARNING AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of OB. 4. List the major challenges and opportunities for managers to use OB concepts. 5. Identify the contributions made by major behavioral science disciplines to OB. 1–2 O B J E C T I V E S (cont’d) LEARNING AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB. 8. Identify the three levels of analysis in this book’s model. 1–3 What Managers Do Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals 1–4 Where Managers Work 1–5 Management Functions Planning Organizing Management Functions Controlling Leading 1–6 Management Functions (cont’d) 1–7 Management Functions (cont’d) 1–8 Management Functions (cont’d) 1–9 Management Functions (cont’d) 1–10 Four Functions of Management 1–11 Levels of Management 1–12 Relative Amount of Time That Managers Spend on the Four Managerial Functions 1–13 Mintzberg’s Managerial Roles EXHIBIT 1-1a 1–14 Mintzberg’s Managerial Roles (cont’d) EXHIBIT 1-1b 1–15 Mintzberg’s Managerial Roles (cont’d) EXHIBIT 1-1c 1–16 Management Skills 1–17 Skill Types Needed by Managerial Level 1–18 Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communications • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others 1–19 Allocation of Activities by Time EXHIBIT 1-2 1–20 Enter Organizational Behavior 1–21 Contributing Disciplines to the OB Field EXHIBIT 1-3a 1–22 Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3b 1–23 Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3c 1–24 Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3d 1–25 Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3f 1–26 Challenges and Opportunity for OB      Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service 1–27 Challenges and Opportunity for OB (cont’d)       Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior 1–28 11 Challenges and Opportunity for OB Using New Information Technology to Enhance Creativity and Organizational Learning  Information technology: The computer systems and software that organizations use to speed the flow of information around an organization and to better link people and subunits within it.  Creativity: The decision-making process that produces novel and useful ideas that lead to new or improved goods and services or to improvements in the way they are produced. 1–29 13 Challenge 2: Challenge 2New Ways to Increase Performance Challenges and Opportunity for OB New Ways to Increase Performance  Reengineering: A complete rethinking and redesign of business processes to increase efficiency, quality, innovation, or responsiveness to customers.  Restructuring: Altering an organization’s structure (e.g., by eliminating a department) to streamline the organization’s operations and reduce costs.  Outsourcing: Acquiring goods or services from sources outside the organization.  Freelancers: Independent individuals who contract with an organization to perform specific services. 1–30 14 Challenges and Opportunity for OB Challenge 3 Developing Organizational Ethics and Well-Being Developing Organizational Ethics and Well-Being  Ethics: Rules, beliefs, and values that outline the ways in which managers and workers should behave when confronted with a situation in which their actions may help or harm other people inside of or outside an organization.  Well-being: The condition of being happy, healthy, and prosperous.  Social responsibility: An organization’s moral responsibility toward individuals or groups outside the organization that are affected by its actions. 1–31 Challenges and Opportunity for OB Improving Quality and Productivity Customer Focus Continuous Improvement Accurate Measurement Organizational Improvement Employee Empowerment 1–32 Challenges and Opportunity for OB Motivation Improving People Skills Communication Teamwork 1–33 Challenges and Opportunity for OB Workforce Diversity 1–34 16 Challenges and Opportunity for OB Diversity Challenges Diversity Challenges Fairness and Justice Decision Making and Performance Flexibility 1–35 Challenges and Opportunity for OB The Challenge of Globalization Working in Foreign Countries Working with Multicultural Diversity 1–36 Challenges and Opportunity for OB Empowering the Workforce Managers Are Giving Up Controls Workers Are Accepting Responsibility 1–37 Challenges and Opportunity for OB Coping with “Temporariness” The Nature of Work Is Changing Organizations Are Also Changing 1–38 Challenges and Opportunity for OB Declining Employee Loyalty Workforce Global Motivation Competition 1–39 Challenges and Opportunity for OB Improving Ethical Behavior Provide in-house advisers Create protection mechanisms Write and distribute codes of ethics Offer seminars, workshops, and training 1–40 Challenges and Opportunity for OB 1–41 Basic OB Model, Stage I EXHIBIT 1-6 1–42 The Dependent Variables y x 1–43 The Dependent Variables (cont’d) Doing things right Doing right things 1–44 Efficiency, Effectiveness, and Performance in an Organization 1–45 The Dependent Variables (cont’d) 1–46 The Dependent Variables (cont’d) Deviant Workplace Behavior (antisocial behavior): Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members Managers must identify the root cause of dissatisfaction of employees 1–47 The Dependent Variables (cont’d) e.g. Helping others on their team, volunteering for extra work, avoiding unnecessary conflicts etc 1–48 The Dependent Variables (cont’d) 1–49 The Independent Variables Independent Variables Individual-Level Variables Group-Level Variables Organization System-Level Variables 1–50 Questions? 1–51