+

Chapter 1
Organizational Behavior
15th Ed

What Is Organizational Behavior?

1-1
+Chapter 1. What is organizational behavior? 1-2

n  Define organizational behavior (OB).

n  Show the value to OB of systematic study.

n  OB model.

n  Identify the major behavioral science disciplines that

contribute to OB.

n  Identify the challenges and opportunities managers have

in applying OB concepts.
+ 1. Define “Organizational Behavior” (OB) 3

What is an organization?
n  How can we do something that we cannot do
alone
n  Move a large stone

n  A system of cooperative human activities

n Definition: Socialarrangements for

the controlled performance of
collective goals.
n  What do you think?
n  What examples of organizations can
you think of?
+ Social arrangements 4

n  Why join an organization?

n  Ability to achieve greater goals
n  Ability to develop specialized expertise
n  Need for relationships with other people

n  Formal organizations
n  Companies, charities, etc.

n  Does not change with a change in membership

n  Informal organizations
n  People who lunch together, cliques.
+ Activity 5

n  Jason, Mark, Gary, and

Robbie setup in business to
repair musical instruments (mainly guitars and
drums).

n  They know they must worry most about

n  Taking orders
n  Doing the repairs
n  Checking quality of work before delivery

n  Suggestways in which they could structure their

business.
+ 1-6

1. Define “Organizational Behavior” (OB)

n OB is 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.
+ 1. Define “Organizational Behavior” (OB) 1-7

n  Individual
n  Personality
n  Value n  Structure
n  Diversity n  Structure
n  Perception and decision n  Culture
making n  Human resource
n  Attitude management
n  Productivity
n  Group
n  Group structure
n  Group role
n  Group responsibility
n  Leadership
n  Group cohesion
+ 2. Value of Systematic Study to OB 1-8

n  Systematic Study of Behavior

n  Behavior generally is predictable if we know how the
person perceived the situation and what is important to
him or her.
n  Evidence-Based Management (EBM)
n  Complements systematic study.
n  Argues for managers to make decisions on evidence.

n  Intuition
n  Systematicstudy and EBM add to intuition, or those “gut
feelings” about “why I do what I do” and “what makes
others tick.”
n  If we make all decisions with intuition or gut instinct, we’re
likely working with incomplete information.
+ 3. A basic OB Model
+ 3. A basic OB Model

•  Inputs
•  Inputs are the variables
like personality, group
structure, and
organizational culture
that lead to processes.
•  Group structure, roles,
and team
responsibilities are
typically assigned
immediately before or
after a group is formed.
+ 3. A basic OB Model

•  Processes
•  If inputs are like the
nouns in organizational
behavior, processes are
like verbs.
•  Processes are actions
that individuals, groups,
and organizations
engage in as a result of
inputs and that lead to
certain outcomes.
+ 3. A basic OB Model

•  Outcomes
•  Outcomes are the key
variables that you want
to explain or predict,
and that are affected by
some other variables.
+ Variables of Interest
1-13

n  Attitudes and stress

n  Employee attitudes are the evaluations employees
make, ranging from positive to negative, about objects,
people, or events.
n  Stress is an unpleasant psychological process that
occurs in response to environmental pressures.

n  Task performance
n  The combination of effectiveness and efficiency at
doing your core job tasks is a reflection of your level of
task performance.
+ 1-14

Variables of Interest

n  Citizenship behavior
n  The discretionary behavior that is not part of an
employee’s formal job requirements, and that
contributes to the psychological and social
environment of the workplace, is called citizenship
behavior.
n  Withdrawal behavior
n  Withdrawal behavior is the set of actions that
employees take to separate themselves from the
organization.
+ 1-15

Variables of Interest

n  Group cohesion
n  Group cohesion is the extent to which members of a
group support and validate one another at work.
n  Group functioning
n  Group functioning refers to the quantity and quality of
a group’s work output.
+ 1-16

Variables of Interest

n  Productivity
n  An organization is productive if it achieves its goals by
transforming inputs into outputs at the lowest cost.
This requires both effectiveness and efficiency.
n  Survival
n  The final outcome we will consider is organizational
survival, which is simply evidence that the
organization is able to exist and grow over the long
term.
+ 1-17

Variables of Interest

Insert Exhibit 1.5

4.
+Major Behavioral Science Disciplines That 1-18

Contribute to OB
n  Organizationalbehavior is an applied behavioral
science that is built upon contributions from a number of
behavioral disciplines.
4.
+Major Behavioral Science Disciplines That
Contribute to OB

Psychology

Psychology
seeks to measure,
explain, and sometimes
change the behavior of
humans and other
animals.
person Attitud percep value satisfac motiva
ality e tion tion tion
4.
+Major Behavioral Science Disciplines That
Contribute to OB

Group Organization

Sociology
studies people in
rela- tion to their
social environment
or culture.
Group Org
role Commu power
work structure
nication
4.
+Major Behavioral Science Disciplines That
Contribute to OB

Group

Social psychology
focus on peoples’
influence on one
another
Attitude commu- group decision
nication work making
+ 4. Major Behavioral Science Disciplines
That Contribute to OB

Nhóm Tổ chức

Anthropology
learn about human
beings and their
activities
Văn
Giá Thái Môi
hóa tổ
trị độ trường
chức
+5. Identify the Challenges and Opportunities 1-23

of OB Concepts
n  Responding to Economic Pressure
n  responding to Globalization
n  Managing Workforce Diversity
n  Improving Customer Service
n  Improving People Skills
n  Stimulating Innovation and Change
n  Coping with “Temporariness”
n  Working in Networked Organizations
n  Working in Networked Organizations
n  Helping Employees Balance Work-Life Conflicts
n  Improving Ethical Behavior
n  Creating a Positive Work Environment
+5. Identify the Challenges and Opportunities 1-24

of OB Concepts

n Responding to Economic Pressure

n In economic tough times, effective
management is an asset.
n In good times, understanding how to reward,
satisfy, and retain employees is at a premium.
In bad times, issues like stress, decision
making, and coping come to the fore.
+5. Identify the Challenges and Opportunities 1-25

of OB Concepts

n Responding to Globalization
n increased Foreign Assignments
n working with People from Different Cultures
+5. Identify the Challenges and Opportunities 1-26

of OB Concepts

n Managing Workforce Diversity

n Workforce diversity acknowledges a
n  workforce of women and men;
n  many racial and ethnic groups;
n  individuals with a variety of physical or
psychological abilities;
n  and people who differ in age and sexual
orientation.
+ Identify the Challenges and Opportunities
5.
1-27

of OB Concepts

n Improving Customer Service

n Today the majority of employees in
developed countries work in service jobs.
n Employee attitudes and behavior are
associated with customer satisfaction.
+5. Identify the Challenges and Opportunities 1-28

of OB Concepts

n Improving People Skills

n People skills are essential to managerial
effectiveness.
n OB provides the concepts and theories that
allow managers to predict employee
behavior in given situations.
+5. Identify the Challenges and Opportunities 1-29

of OB Concepts

n Stimulating Innovation and Change

n Successful organizations must foster
innovation and master the art of change.
n Employees can be the impetus for innovation
and change or a major stumbling block.
n Managers must stimulate employees’
creativity and tolerance for change.
+5. Identify the Challenges and Opportunities 1-30

of OB Concepts

n  Coping with “Temporariness”

n  Organizations must be flexible and fast in order to
survive.
n  Managers and employees must learn to cope with
temporariness.
n  Learning to live with flexibility, spontaneity, and
unpredictability.
n  OB provides help in understanding a work world of
continual change, how to overcome resistance to change,
and how to create an organizational culture that thrives
on change.
+5. Identify the Challenges and Opportunities
of OB Concepts

n Working in Networked Organizations

n Networked organizations are becoming more
pronounced.
n A manager’s job is fundamentally different in
networked organizations. Challenges of
motivating and leading “online” require
different techniques.
+5. Identify the Challenges and Opportunities
of OB Concepts

n  Helping Employees Balance Work-Life Conflicts

n  The creation of the global workforce means work no
longer sleeps.
n  Communication technology has provided a vehicle
for working at any time or any place.
n  Employees are working longer hours per week.
n  The lifestyles of families have changed—creating
conflict.
n  Balancing work and life demands now surpasses job
security as an employee priority.
+5. Identify the Challenges and Opportunities
of OB Concepts

n  Creating a Positive Work Environment

n  Organizations have realized creating a positive work
environment can be a competitive advantage.
n  Positive organizational scholarship or behavior
studies what is ‘good’ about organizations.
n  This field of study focuses on employees’ strengths
versus their limitations as employees share
situations in which they performed at their personal
best.
+5. Identify the Challenges and Opportunities
of OB Concepts

n  Improving Ethical Behavior

n  Ethical dilemmas are situations in which an
individual is required to define right and wrong
conduct.
n  Good ethical behavior is not so easily defined.
n  Organizations are distributing codes of ethics to
guide employees through ethical dilemmas.
n  Managers need to create an ethically healthy
climate.
+ 1-35

Managerial Summary

n Organizational behavior uses systematic

study to improve predictions of behavior
over intuition alone.
n Because people are different, we need to
look at OB in a contingency framework, using
situational variables to explain cause-and-
effect relationships.
n Organizational behavior offers specific
insights to improve a manager’s people
skills.
+ 1-36

Managerial Summary

n  It helps managers to see the value of workforce diversity

and practices that may need to be changed in different
countries.
n  It can improve quality and employee productivity by
showing managers how to empower their people, and help
employees balance work–life conflicts.
n  It can help managers cope in a world of temporariness and
learn how to stimulate innovation.
n  Finally, OB can guide managers in creating an ethically
healthy work climate.