Organizational Behavior Guide

www.Vidyarthiplus.
com
ORGANIZATIONAL BEHAVIOUR
www.Vidyarthiplus.com
Suggested Books - By Authors

1. Stephen P Robbins
2. Fred Luthans
3. Steven L McShane & Mary Ann Von
Glinow
4. Don Hellriegel, John W Slocum &
Richard W Woodman
5. Jit S Chandan
6. Aswathappa
UNIT 1 – FOCUS AND PURPOSE
Why Do We Study OB?

• To learn about yourself and how to deal with others
• You are part of an organization now, and will
continue to be a part of various organizations
• Organizations are increasingly expecting individuals
to be able to work in teams, at least some of the
time
• Some of you may want to be managers or
entrepreneurs
OB – DEFINITION
a. Robbins:
OB is a field of study that investigates the
impact that individuals, groups and
structure have on behaviour within
organisations for the purpose of applying
such knowledge towards improving an
o ga isatio ’s effectiveness.
OB – DEFINITION (Contd.)
b. McShane & Vonglinow:
OB is the study of what people think, feel

and do in and around organisations.
OB – DEFINITION (Contd.)
c. Hellriegel, Solcum & Woodman:

OB is the study of human behaviour,
attitude and performance in organisations
What Is an Organization?
• A consciously coordinated social unit,
composed of a group of people, which
functions on a relatively continuous basis to
achieve a common goal or set of goals.
What Managers Do
Managers (or Administrators)

Individuals who achieve goals through other people
Managerial Activities
•Make decisions
•Allocate resources
•Direct activities of others to
attain goals
Management Functions
Planning Organizing
Management
Functions
Controlling Leading
Ma age e t Fu tio s o t’d
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
Mi tz e g’s Ma age ial Roles
Mi tz e g’s Ma age ial Roles o t’d
Mi tz e g’s Ma age ial Roles o t’d
KAT)’“ Esse tial Ma age e t “kills
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
(Luthans)
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 others
Allocation of Activities by Time
Complementing Intuition with Systematic Study
Intuition
Gut feeli gs a out hy I do hat I do a d hat akes
othe s ti k
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
Co t i uti g Dis ipli es to the OB Field o t’d
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
There Are Few Absolutes in OB

Co ti ge y a ia les: It Depe ds!
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
– 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
Challe ges a d Oppo tu ities fo OB o t’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
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
The Dependent Variables

Dependent Variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand)
x
The Depe de t Va ia les o t’d

Productivity
A performance measure that includes
effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
Meeting goals at a low cost
Absenteeism
The failure to report to work
Turnover
The voluntary and involuntary
permanent withdrawal from an
organization
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

Organizational Citizenship Behavior
(OCB)
Discretionary behavior that is not part of
a e ployee’s fo al jo e ui e e ts,
but that nevertheless promotes the
effective functioning of the organization
Job Satisfaction
A ge e al attitude ot a eha io to a d o e’s jo ; a positi e
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 Group-Level Organization

Variables Variables System-Level
Variables
Basic OB
Model, Stage
II
E X H I B I T 1-7

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www.Vidyarthiplus.

Suggested Books - By Authors

UNIT 1 – FOCUS AND PURPOSE

Why Do We Study OB?

b. McShane & Vonglinow:

OB is the study of what people think, feel

c. Hellriegel, Solcum & Woodman:

Managers (or Administrators)

Ma age e t Fu tio s o t’d

Ma age e t Fu tio s o t’d

Ma age e t Fu tio s o t’d

Ma age e t Fu tio s o t’d

Mi tz e g’s Ma age ial Roles

Mi tz e g’s Ma age ial Roles o t’d

Mi tz e g’s Ma age ial Roles o t’d

KAT)’“ Esse tial Ma age e t “kills

Allocation of Activities by Time

Complementing Intuition with Systematic Study

Co t i uti g Dis ipli es to the OB Field o t’d

Co t i uti g Dis ipli es to the OB Field o t’d

Co t i uti g Dis ipli es to the OB Field o t’d

There Are Few Absolutes in OB

In Country 1 x May be related to y

Challenges and Opportunities for OB

Challe ges a d Oppo tu ities fo OB o t’d

• Improving Quality and Productivity

Basic OB Model, Stage I

The Dependent Variables

The Depe de t Va ia les o t’d

The Depe de t Va ia les o t’d

The Depe de t Va ia les o t’d

Deviant Workplace Behavior

The Depe de t Va ia les o t’d

The Depe de t Va ia les o t’d

The Independent Variables

Individual-Level Group-Level Organization

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