CHAPTER 1 Managerial Roles

INTRODUCTION TO ORGANIZATIONAL
BEHAVIOR
WHAT IS ORGANIZATIONAL BEHAVIOR
Management and Organizational Behaviour
Manager - is an individual who achieves
goals through other people.
Organization - is 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.
Managerial Activities
Planning - is a process that includes
defining goals, establishing strategy, and
developing plans to coordinate activities.
Interpersonal Roles – all managers are
required to perform duties that are
ceremonial and symbolic in nature.
Informational Roles – All managers, to
some degree, collect information from
outside organizations and institutions,
typically by scanning the news media and
talking with other people to learn of
changes in the public’s tastes, what
competitors may be planning, and the
like.
Decisional Roles – Mintzberg identified
four roles that require making choices.

Organizing - is 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 - is a function that includes

motivating employees, directing others,
selecting the most effective
communication channels, and resolving
conflicts.

Controlling - is monitoring activities to

ensure they are being accomplished as
planned and correcting any significant
deviations.
 Management Skills improving an organization’s
effectiveness.
Technical skills encompass the ability to
apply specialized knowledge or expertise.
Contemplating Intuition with Systematic Study
Human skills is the ability to work with,
understand, and motivate other people, Intuition is an instinctive feeling not
both individually and in groups. necessarily supported by research.

Conceptual skills is the mental ability to Systematic Study is looking at

analyse and diagnose complex situations. relationships, attempting to attribute
causes and effects, and drawing
conclusions based on scientific evidence.

Effective vs Successful Managers Evidence-Based Management (EBM) the

Managerial Activities basing of managerial decisions on the
best available scientific evidence.
1. Traditional management. Decision
making, planning, and controlling.
Disciplines that Contribute to the OB Field
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.

Organizational Behavior (OB)

A field of study that investigates the
impact individuals, groups, and
structure have on behavior within
organizations, for the purpose of
applying such knowledge toward
 Disciplines that Contribute to the OB Field
Psychology is the science that seeks to
measure, explain, and sometimes change
the behavior of humans and other
animals.
Social Psychology is an area of
psychology that blends concepts from
psychology and sociology to focus on
the influence of people on one another.
Sociology is the study of people in
relation to their social environment or
culture.
Anthropology is the study of societies to
learn about human beings and their
activities.
Inputs are the variables like personality,
group structure, and organizational
culture that lead to processes.
Processes are actions that individuals,
groups, and organizations engage in as
a result of inputs and that lead to certain
outcomes.
Outcomes are the key variables that you
want to explain or predict, and that are
affected by some other variables.
Stress is an unpleasant psychological
process that occurs in response to
environmental pressures.
Task Performance is the combination
of effectiveness and efficiency at
doing core job tasks

Challenges and Opportunities in OB Organizational Citizenship Behavior

(OcB) - Discretionary behavior that
Economic Pressures
contributes to the psychological and
Globalization
social environment of the workplace.
Workforce Demographics
Workforce Diversity Withdrawal Behavior the set of
Customer Service actions employees take to separate
Networked Organizations themselves from the organization.
Social Media
Employee Well-being at Work Group Cohesion the extent to which
Ethical Behavior members of a group support and
validate one another while at work.
Developing an OB Model
Group Functioning is the quantity and
A Model is an abstraction of reality, a quality of a group’s work output.
simplified representation of some real-
world phenomenon.
 Productivity is the combination of the
effectiveness and efficiency of an
organization.
Effectiveness is the degree to which
an organization meets the needs of
its clientele or customers.
Efficiency is the degree to which an
organization can achieve its ends at
a low cost
Organizational Survival is the degree
to which an organization is able to
exist and grow over the long term.
CHAPTER 2
DIVERSITY IN ORGANIZATIONS
DIVERSITY
Demographic Diversity
Levels of Diversity
Surface-level Diversity - Differences in easily
perceived characteristics, such as gender,
race, ethnicity, age, or disability, that do not
necessarily reflect the ways people think or
feel but that may activate certain
stereotypes.
Deep-level Diversity - Differences in values,
personality, and work preferences that
become progressively more important for
determining similarity as people get to know
one another better.
DISCRIMINATION
Discrimination - is noting of a difference
between things; often we refer to unfair
discrimination, which means making
judgments about individuals based on
stereotypes regarding their demographic
group.
Stereotyping - is judging someone on the
basis of our perception of the group to which
that person belongs.
Stereotype Threat - is the degree to which
we internally agree with the generally
negative stereotyped perceptions of our
groups.
TYPES OF DISCRIMINATION
1. Sexual Harassment
2. Intimidation
3. Mockery and Insult
4. Exclusion Incivility
BIOGRAPHICAL CHARACTERISTICS
Biographical Characteristics are personal
characteristics—such as age, gender, race,
and length of tenure—that are objective
and easily obtained from personnel
records. These characteristics are
representative of surface-level diversity
1. Age
2. Gender
3. Race and Ethnicity
4. Disabilities Physical ABILITY
5. Hidden disabilities

Physical Abilities - is the capacity to do

tasks that demand stamina, dexterity,
OTHER DIFFERENTIATING CHARACTERISTICS strength, and similar characteristics.

1. Tenure 1. Trunk strength

2. Religion 2. Static strength
3. Sexual Orientation and Gender 3. Dynamic strength
Identity 4. Explosive strength
4. Cultural Identity 5. Extent flexibility
6. Dynamic flexibility
7. Stamina
ABILITY 8. Balance
9. Body coordination

Ability - is an individual’s capacity to perform

the various tasks in a job. IMPLEMENTING DIVERSITY MANAGEMENT STRATEGIES
Intellectual Abilities - are the capacity to do Diversity Management - is the process and
mental activities—thinking, reasoning, and programs by which managers make
problem solving. everyone more aware of and sensitive to
the needs and differences of others.
1. Verbal comprehension
2. Number aptitude Attracting, Selecting, Developing and
3. Perceptual speed Retaining Diverse Workforce
4. Spatial visualization
5. Inductive reasoning One method of enhancing workforce
6. Deductive reasoning diversity is to target recruitment messages
7. Memory to specific demographic groups that are
underrepresented in the workforce. This
General Mental ability (GMa) - is an overall means placing advertisements in
factor of intelligence, as suggested by the publications geared toward those groups;
positive correlations among specific pairing with colleges, universities, and
intellectual ability dimensions other institutions with significant numbers
of underrepresented minorities, as
Microsoft is doing to encourage women
into technology studies.
 IMPLEMENTING DIVERSITY MANAGEMENT STRATEGIES
Diversity in Groups
Most contemporary workplaces require
extensive work in group settings. When
people work in groups, they need to
establish a common way of looking at and
accomplishing the major tasks, and they
need to communicate with one another
often. If they feel little sense of
membership and cohesion in their groups,
all group attributes are likely to suffer.
Effective Diversity Programs
Organizations use a variety of diversity
programs in recruiting and selection
policies, as well as training and development
practices. Effective, comprehensive
workforce programs encouraging diversity
have three distinct components. First, they
teach managers about the legal framework
for equal employment opportunity and
encourage fair treatment of all people
regardless of their demographic
characteristics. Second, they teach
managers how a diverse workforce will be
better able to serve a diverse market of
customers and clients. Third, they foster
personal development practices that bring
out the skills and abilities of all workers,
acknowledging how differences in
perspective can be a valuable way to
improve performance for everyone.
Chapter 3
Attitudes and job satisfaction
Attitudes are evaluative statements - either
favorable or unfavorable – about objects,
people or events. They reflect how we feel
about something. When you say “I like my
job,” you are expressing your attitude
about your work.
Components of Attitude:
1. Cognitive component - is the opinion
or belief segment of an attitude.
2. Affective component - is the emotional
or feeling segment of an attitude.
3. Behavioral component – is an intention
to behave in a certain way toward
someone or something.
Attitudes and Behavior
Did you ever notice how people change
what they say so it doesn’t contradict what
they do? Perhaps a friend of yours
consistently argued that her apartment
complex was better than yours until
another friend in your complex asked her
to move in with him; once she moved to
your complex, you noticed her attitude
toward her former apartment became
more critical. Cases of attitude following
behavior illustrate the effects of cognitive
dissonance, these are contradictions
individuals might perceive between their
attitudes and their behavior.
 Job attitudes Employee engagement - is an individual’s
involvement with, satisfaction with, and
JOB SATISFACTION AND JOB INVOLVEMENT enthusiasm for the work he or she does.

Job Satisfaction - is a positive feeling

about one’s job resulting from an
WHAT CAUSES JOB SATISFACTION?
evaluation of its characteristics.
Job Conditions
Job Involvement - is the degree to which a
Generally, interesting jobs that provide
person identifies with a job, actively
training, variety, independence, and
participates in it, and considers
control satisfy most employees.
performance important to self-worth.
Interdependence, feedback, social
support, and interaction with co-workers
Psychological Empowerment - is the
outside the workplace are also strongly
employees’ belief in the degree to which
related to job satisfaction, even after
they affect their work environment, their
accounting for characteristics of the work
competence, the meaningfulness of their
itself.
job, and their perceived autonomy in their
work.
Personality
As important as job conditions are to job
Organizational Commitment satisfaction, personality also plays an
Organizational Commitment - is the
important role. People who have positive
degree to which an employee identifies with
core self-evaluations (CSEs)—who believe
a particular organization and its goals and
in their inner worth and basic
wishes to maintain membership in the
competence—are more satisfied with their
organization.
jobs than people with negative CSEs.

Perceived Organizational Support Pay

Perceived Organizational Support (POS) -
You’ve probably noticed that pay comes
is the degree to which employees believe
up often when people discuss job
an organization values their contribution
satisfaction. Pay does correlate with job
and cares about their well-being.
satisfaction and overall happiness for
many people, but the effect can be
Power Distance - is the degree to which
smaller once an individual reaches a
people in a country accept that power in
standard level of comfortable living.
institutions and organizations is distributed
unequally.
 Corporate Social Responsibility
An organization’s commitment to
corporate social responsibility (CSR), or its
self-regulated actions to benefit society or
the environment beyond what is required
by law, increasingly affects employee job
satisfaction. Organizations practice CSR in
a number of ways, including environmental
sustainability initiatives, non-profit work,
and charitable giving.
OUTCOMES OF JOB SATISFACTION
Job Performance
As several studies have concluded, happy
workers are more likely to be productive
workers. Individuals with higher job
satisfaction perform better, and
organizations with more satisfied
employees tend to be more effective than
those with fewer.
Organizational Citizenship Behavior
OCBs include people talking positively
about their organizations, helping others,
and going beyond the normal expectations
of their jobs. Evidence suggests job
satisfaction is moderately correlated with
OCB; people who are more satisfied with
their jobs are more likely to engage in
citizenship behaviour.
Customer Satisfaction
For frontline employees who have regular
customer contact, the answer is “yes.”
Satisfied employees appear to increase
customer satisfaction and loyalty.
Life Satisfaction
Research in Europe indicated that job
satisfaction is positively correlated with
life satisfaction, and your attitudes and
experiences in life spill over into your job
approaches and experiences.54
Furthermore, life satisfaction decreases
when people become unemployed,
according to research in Germany, and
not just because of the loss of income.55
For most individuals, work is an important
part of life, and therefore it makes sense
that our overall happiness depends in no
small part on our happiness in our work
(our job satisfaction).
The impact of job dissatisfaction
Exit - the exit response directs
behaviour toward leaving the
organization, including looking for a
new position or resigning. To measure
the effects of this response to
dissatisfaction, researchers study
individual terminations and collective
turnover, the total loss to the
organization of employee knowledge,
skills, abilities, and other
characteristics.
Voice - the voice response includes
actively and constructively attempting
to improve conditions, including
suggesting improvements, discussing
problems with superiors, and
undertaking union activity.

Loyalty - the loyalty response means

passively but optimistically waiting for
conditions to improve, including
speaking up for the organization in the
face of external criticism and trusting
the organization and its management
to “do the right thing.”

Neglect - the neglect response passively

allows conditions to worsen and
includes chronic absenteeism or
lateness, reduced effort, and an
increased error rate.

Substance abuse, stealing at work,

undue socializing, gossiping,
absenteeism, and tardiness are
examples of behaviours that are
destructive to organizations. They are
indicators of a broader syndrome called
counterproductive work behavior
(CWB), also termed deviant behavior in
the workplace, or simply employee
withdrawal
Absenteeism
Turnover