OD

What is OB?

A field of study that investigates the impact that individual’s, group and structure have on behaviour
within the organizations, for the purpose of applying such knowledge towards improving the
organization’s effectiveness.

A working definition of organizational behaviour is “the systematic study of the nature of

organizations: how they begin, grow, and develop, and their effect on individual members,
constituent groups, other organizations, and larger institutions” (Kelly & Kelly, 1998) 

Chapter 1 – What is organizational behaviour?

1) Management functions – planning, organizing, leading & controlling.

2) Management roles – Interpersonal roles, information roles & decisional roles.

3) Management skills – Technical, Human & conceptual skills.

4) Multidisciplinary approach – Psychology, SOCIOLOGY, ANTHROPOLOGY, Economics & Industrial

Psychology.

5) Mintzberg’s Managerial Roles

a) Interpersonal – Figurehead, Leader & Liaison.

b) Informational – Monitor, Disseminator & Spokesperson.

c) Decisional – Entrepreneur, Disturbance handler, Resource allocator & Negotiator.

6) Effective Versus Successful Managerial Activities

Luthans and his associates found that all managers engage in four managerial activities:

` a) Traditional management

b) Communication

c) Human resource management

d) Networking

7) Challenges/ Opportunities for OB

a) RESPONDING TO GLOBALIZATION

b) MANAGING WORKFORCE DIVERSITY

c) STIMULATING INNOVATION AND CHANGE

d) IMPROVING PEOPLE SKILLS

e) WORKING IN NETWORKED ORGANIZATIONS

f) BALANCING WORK-LIFE

g) USING SOCIAL MEDIA AT WORK

 h) ENHANCING EMPLOYEE WELL-BEING

i) IMPROVING ETHICAL BEHAVIOUR

j) CREATING A POSITIVE WORK ENVIRONMENT

k) IMPROVING CUSTOMER SERVICE

8) Three Levels of Analysis in the OB Model

A Basic OB model

a) Inputs - 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. Organizational structure and culture
change over time.
b) Processes - If inputs are like the nouns in organizational behaviour, processes are like
verbs. Defined as actions that individuals, groups, and organizations engage in as a result
of inputs, and that lead to certain outcomes.
c) Outcomes - Key variables that you want to explain or predict, and that are affected by
some other variables.
 Chapter 4 – Emotions & Moods
Emotions are intense feelings directed at someone or something.

Moods are less intense feelings than often, and may lack a contextual stimulus.

1) Difference between emotions & moods.

2) Six essentially universal emotions (Paul Eckman) – Anger, Fear, Sadness, Happiness, Disgust &
Surprise

3) Sources of Emotions – Personality, Time of Day and Day of the Week, Weather, Stress, Social
Activities, Sleep, Exercise, Age & Sex.

4) Applications of Emotions & moods – Selection, Decision Making, Creativity, Motivation,

Leadership, Negotiation, Customer Service, Job attitudes/Work life satisfaction, Deviant Workplace
Behaviours & Safety and Injury at Work

5) Need to manage Emotional Intelligence (EI)

a) Giving and receiving feedback

b) Meeting tight deadlines

c) Dealing with challenging relationships

d) Not having enough resources

e) Dealing with change

f) Dealing with setbacks and failure

6) Importance of EI

a) REDUCES STRESS

b) HEIGHTENS SELF-AWARENESS

c) MODERATES CONFLICTS
 d) PROMOTES UNDERSTANDING

e) ENHANCES SOCIAL RELATIONSHIPS

f) INCREASES WORK PRODUCTIVITY

7) 5 main EI constructs – Self-awareness, Self-regulation, Social skill, Empathy & Motivation.

8) How to develop EI

a) Conduct a personal inventory

b) Label your feelings not people

c) Distinguish between thoughts and feelings

d) Take more responsibility for your feelings

e) Be observant and reflexive

f) Validate other people’s feelings

g) Use feelings to show respect for others

h) Focus on a few competencies

i) Learn from your mistakes

j) Don’t expect immediate results

Chapter 5 –Personality & Values

Values: basic convictions about what is right, good, or desirable.