CHAPTER ONE

AN OVERVIEW OF ORGANIZATIONAL BEHAVIOR

Introduction
Organizations permeate all levels of our lives. We come in to contact with many of them daily
in fact, most of us probably spend most of our lives in- or are affected by- organizations. We
expend sizable amounts of our time as members of work, school, social, civic, and
church/mosque organizations. Or we are involved as employees, students, clients, parents, and
citizens or organizations.
Today it is an accepted principle that management is a generic function. The governance of any
institution- hospital, a day care center, the Red Cross, a bank, or a computer store- involves
management. Each of these institutions must be managed to accomplish goals. We know that
the problems faced be these institutions are in large measure very similar. They include
finding the right person to do the job, retaining talented performers, designing work to optimize
performance, defining the mission and communicating it clearly, coping with uncontrollable
environmental changes, being socially responsible, operating within budgetary constraints, and
facing an array of laws, competitors, and complaints.
The practice of management is performed in organizations which exist primarily because they
can accomplish things that we cannot accomplish individually. Thus, whether the goal is to
make profit, provide education, foster religion, improve health care, put a man or woman on the
moon, get a candidate elected, or build a new football stadium, organizations get the job done.
Organizations are characterized by their goal directed behavior, and they pursue goals and
objectives that can be achieved more efficiently and effectively by the concerted action of
individuals and groups.
1.1. What is an Organizational Behavior?
Organizational Behavior (OB): 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. (Stephen P. Robbins)
Organizational behavior (often abbreviated as OB) is a field of study that investigates how
individuals, groups, and structure affect and is affected by behavior within organizations.

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OB is systematic study of how people behave in organizations. It is the study of individual
behavior and group dynamics in organizational settings.
Behavior refers to what people do in the organization, how they perform, and what their
attitudes are. This study is done so that we can use the knowledge to improve organizational
outcomes and thereby its effectiveness.
The above definition illustrates many points:
a) Organizational behavior is a field of study, meaning that it is a distinct area of expertise
with a common body of knowledge.
b) It studies three determinants in organizations: individuals, groups and structure.
c) OB applies the knowledge gained about individuals, groups and the effect of structure on
behavior in order to make organizations work more effectively.
d) To sum up our definition, OB is concerned with the study of what people do in an
organization and how their behavior affects the organization’s performance.
1.1.1 The Importance of Studying OB
Why do employees behave as they do in organizations? Why is one individual or group more
productive than another? Why do managers continually seek ways to design jobs and delegate
authority? These and similar questions are important to the relatively new field of study known
as organizational behavior. Understanding the behavior of people in organizations has become
increasingly important as management concerns- such as employee productivity, the quality of
work life, job stress, and career progression- continue to make front page news.
 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.

1.1.2 Few Absolutes in OB

There are few absolutes in organizational behavior. When making decisions you must always
take into account situational factors that can change the relationship between two variables.
For example, as seen in this chart one message from a boss in an American culture can mean a

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completely different thing in another culture. It is always important to take context into
account. This implies that;
 Impossible to make simple and accurate generalizations
 Human beings are complex and diverse
 OB concepts must reflect situational conditions: contingency variables

1.2 The Three Basic Levels of Analysis in OB

A model is an abstraction of reality, a simplified representation of some real-world
phenomenon. A mannequin in a retail store is a model. So, too, is the accountant’s formula:
Assets = Liabilities +Owners’ Equity.
OB model proposes that there are three levels of analysis in OB and that, as we move from the
individual level to the organization systems level, we add systematically to our understanding
of behavior in organizations. The three basic levels are analogous to building blocks; each level
is constructed upon the previous level. Group concepts grow out of the foundation laid in the
individual section; we overlay structural constraints on the individual and group in order to
arrive at organizational behavior.
 Basic OB Model

1.2.1 Focal points of OB

Some key areas we will look at in this course are aspects of jobs and work and how they impact
organizational effectiveness. We will also look at work aspects such as:
 Jobs
 Work
 Absenteeism
 Employment turnover

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  Productivity
 Human performance
 Management
In addition, we will look at the intersection of human performance and management and how
various practices can improve performance. For the purpose of your better understanding work
aspects are presented as dependent and independent variables which is based on different
research findings.
The Dependent Variables
Dependent variables are the key factors that you want to explain or predict and that are
affected by some other factor. What are the primary dependent variables in OB? Scholars tend
to emphasize productivity, absenteeism, turnover, and job satisfaction. Because of their wide
acceptance, we shall use those four as the critical dependent variables in an organization’s
human resources effectiveness.
However, there is nothing magical about these dependent variables. They merely show that OB
research has strongly reflected managerial interests over those of individuals or of society as a
whole. Let’s review those terms to ensure that we understand what they mean and why they
have achieved the distinction of being OB’s primary dependent variables.
PRODUCTIVITY
An organization is productive if it achieves its goals and does so by transferring inputs to
outputs at the lowest cost. As such, productivity implies a concern for both effectiveness and
efficiency.
A hospital, for example, is effective when it successfully meets the needs of its clientele. It is
efficient when it can do so at a low cost. If a hospital manages to achieve higher output from its
present staff by reducing the average number of days a patient is confined to a bed or by
increasing the number of staff-patient contacts per day, we say that the hospital has gained
productive efficiency. A business firm is effective when it attains its sales or market share
goals, but its productivity also depends on achieving those goals efficiently. Measures of such
efficiency may include return on investment, profit per dollar of sales, and output per hour of
labor. We can also look at productivity from the perspective of the individual employee. Take
the cases of Mike and Al, who are both long-distance truckers. If Mike is supposed to haul his
fully loaded rig from New York to its destination in Los Angeles in 75 hours or less, he is

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effective if he makes the 3,000- mile trip within that time period. But measures of productivity
must take into account the costs incurred in reaching the goal. That’s where efficiency comes
in. Let’s assume that Mike made the New York to Los Angeles run in 68 hours and averaged 7
miles per gallon. Al, on the other hand, made the trip in 68 hours also but averaged 9 miles per
gallon (rigs and loads are identical). Both Mike and Al were effective —they accomplished
their goal —but Al was more efficient than Mike because his rig consumed less gas and,
therefore, he achieved his goal at a lower cost. In summary, one of OB’s major concerns is
productivity. We want to know what factors will influence the effectiveness and efficiency of
individuals, of groups, and of the overall organization.
ABSENTEEISM
The annual cost of absenteeism has been estimated at over $40 billion for U.S. organizations
and $12 billion for Canadian firms. In Germany, absences cost industrial firms more than 60
billion Deutschmarks (U.S. $35.5 billion) each year. At the job level, a one-day absence by a
clerical worker can cost a U.S. employer up to $100 in reduced efficiency and increased
supervisory workload. These figures indicate the importance to an organization of keeping
absenteeism low.
It is obviously difficult for an organization to operate smoothly and to attain its objectives if
employees fail to report to their jobs. The workflow is disrupted, and often, important decisions
must be delayed. In organizations that rely heavily upon assembly-line production, absenteeism
can be considerably more than a disruption; it can result in a drastic reduction in quality of
output, and, in some cases, it can bring about a complete shutdown of the production facility.
But levels of absenteeism beyond the normal range in any organization have a direct impact on
that organization’s effectiveness and efficiency.
Are all absences bad? Probably not! Although most absences have a negative impact on the
organization, we can conceive of situations in which the organization may benefit by an
employee’s voluntarily choosing not to come to work. For instance, illness, fatigue, or excess
stress can significantly decrease an employee’s productivity. In jobs in which an employee
needs to be alert —surgeons and airline pilots are obvious examples —it may well be better for
the organization if the employee does not report to work rather than show up and perform
poorly. The cost of an accident in such jobs could be prohibitive. Even in managerial jobs,
where mistakes are less spectacular, performance may be improved when managers absent

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themselves from work rather than make a poor decision under stress. But these examples are
clearly atypical. For the most part, we can assume that organizations benefit when employee
absenteeism is low.
TURNOVER
A high rate of turnover in an organization results in high recruiting, selection, and training
costs. How high are those costs? A conservative estimate would be about $15,000 per
employee. A high rate of turnover can also disrupt the efficient running of an organization
when knowledgeable and experienced personnel leave and replacements must be found and
prepared to assume positions of responsibility. All organizations, of course, have some
turnover. If the “right” people are leaving the organization—the marginal and sub marginal
employees —turnover can be positive. It may create the opportunity to replace an
underperforming individual with someone who has higher skills or motivation, open up
increased opportunities for promotions, and add new and fresh ideas to the organization. And in
today’s changing world of work, reasonable levels of employee-initiated turnover facilitate
organizational flexibility and employee independence, and they can lessen the need for
management- initiated layoffs.
But turnover often involves the loss of people the organization doesn’t want to lose. For
instance, one study covering 900 employees who had resigned their jobs found that ninety-two
percent earned performance ratings of “satisfactory” or better from their superiors. So when
turnover is excessive, or when it involves valuable performers, it can be a disruptive factor,
hindering the organization’s effectiveness.
JOB SATISFACTION
The final dependent variable we will look at is job satisfaction, which we define simply, at this
point, as the difference between the amount of rewards workers receive and the amount they
believe they should receive. (We expand considerably on that definition in Chapter 4.) Unlike
the previous three variables, job satisfaction represents an attitude rather than a behavior. Why,
then, has it become a primary dependent variable? For two reasons: its demonstrated
relationship to performance factors and the value preferences held by many OB researchers.
The belief that satisfied employees are more productive than dissatisfied employees has been a
basic tenet among managers for years. Although much evidence questions that assumed causal
relationship, it can be argued that advanced societies should be concerned not only with the

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quantity of life —that is, concerns such as higher productivity and material acquisitions —but
also with its quality. Those researchers with strong humanistic values argue that satisfaction is
a legitimate objective of an organization. Not only is satisfaction negatively related to
absenteeism and turnover, but, they argue, organizations have a responsibility to provide
employees with jobs that are challenging and intrinsically rewarding. Therefore, although job
satisfaction represents an attitude rather than a behavior, OB researchers typically consider it as
an important dependent variable.
The Independent Variables
What are the major determinants of productivity, absenteeism, turnover, and job satisfaction?
Our answer to that question brings us to the independent variables. Consistent with our belief
that organizational behavior can best be understood when viewed essentially as a set of
increasingly complex building blocks, the base, or first level, of our model lies in
understanding individual behavior.
Individual-level variables It has been said that “managers, unlike parents, must work with
used, not new, human beings — human beings whom others have gotten to first.” When
individuals enter an organization, they are a bit like used cars. Each is different.
Some are “low-mileage” —they have been treated carefully and have had only limited exposure
to the realities of the elements. Others are “well-worn,” having been driven over some rough
roads. This metaphor indicates that people enter organizations with certain characteristics that
will influence their behavior at work. The more obvious of these are personal or biographical
characteristics such as age, gender, and marital status; personality characteristics; values and
attitudes; and basic ability levels. These characteristics are essentially intact when an individual
enters the workforce, and, for the most part, there is little management can do to alter them. Yet
they have a very real impact on employee behavior. Therefore, each of these factors -
biographical characteristics, personality, values and attitudes, and ability-will be discussed as
independent variables in the next chapters. There are four other individual-level variables that
have been shown to affect employee behavior: perception, individual decision making,
learning, and motivation. Those topics will be introduced and discussed in the next chapters.
The individual in the organization
Individual performance is the foundation of organizational performance. Understanding
individual behavior therefore is critical for effective management.

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Individual characteristics
Since organizational performance depends on individual performance, managers must have
more than a passing knowledge of the determinants of individual performance. Psychology and
social psychology contribute a great deal of relevant knowledge about the relationships among
attitudes, perceptions, personalities, values, and individual performance. Understanding
individual capacity for learning and for coping with stress has become more and more
important in recent years. Managers cannot ignore the necessity for acquiring and acting on
knowledge of the individual characteristics of both their subordinates and themselves.
Individual motivation
Motivation and ability to work interact to determine performance. Motivation theory attempts
to explain and predict how the behavior of individuals is aroused, started, sustained, and
stopped.
Interpersonal influence and group behavior
Interpersonal role and group behavior are also powerful forces affecting organizational
performance. Group-level variables - the behavior of people in groups is more than the sum
total of all the individuals acting in their own way. The complexity of our model is increased
when we acknowledge that people’s behavior when they are in groups is different from their
behavior when they are alone. Therefore, the next step in the development of an understanding
of OB is the study of group behavior

1.3 Replacing Intuition with Systematic Study

Each of us is a student of behavior. Since our earliest years, we have watched the actions of
others and have attempted to interpret what we see. Whether or not you have explicitly thought
about it before, you have been “reading” people almost all your life. You watch what others do
and try to explain to yourself why they have engaged in their behavior. In addition, you have
attempted to predict what they might do under different sets of conditions. Unfortunately, your
casual or commonsense approach to reading others can often lead to erroneous predictions.
However, you can improve your predictive ability by replacing your intuitive opinions with a
more systematic approach.
The systematic approach used in this course will uncover important facts and relationships and
will provide a base from which more accurate predictions of behavior can be made. Underlying

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this systematic approach is the belief that behavior is not random. It stems from and is directed
towards some end that the individual believes, rightly or wrongly, is in his or her best interest.
Certainly there are differences between individuals. Placed in similar situations, all people don't
act exactly alike. However, there are certain fundamental consistencies underlying the behavior
of all individuals that can be identified and then modified to reflect individual differences.
When we use the phrase systematic study, we mean looking at relationships, attempting to
attribute causes and effects, and basing our conclusions on scientific evidence-that is, on data
gathered under controlled conditions and measured and interpreted in a reasonably rigorous
manner.
Systematic study replaces intuition, or those "gut feelings" about "why I do what I do" and
"what makes others tick." Of course, a systematic approach does not mean that those things you
have come to believe in an unsystematic way are necessarily incorrect.

1.4 A Review of a Manager’s Job and it relation to the Study of OB

Managerial work is fraught with complexity and unpredictability and enriched with opportunity
and excitement. However, in characterizing managerial work, most educators and other experts
find it useful to conceptualize the activities performed by managers as reflecting one or more of
four basic functions. These functions are generally referred to as planning, organizing, leading,
and controlling. While these functions are often described in a sequential manner, in reality, of
course, most managerial work involves all four functions simultaneously.
Similarly, organizations use many different resources in the pursuit of their goals and
objectives. As with management functions, though, these resources can also generally be
classified into four groups: human, financial, physical, and/or information resources. Managers
combine these resources through the four basic functions, with the ultimate purpose of
efficiently and effectively. Managers engage in the four basic functions of planning,
organizing, leading, and controlling. These functions are applied to human, financial, physical,
and information resources, with the ultimate purpose of attaining organizational goals
efficiently and effectively.
1.4.1 Basic Managerial Functions
Planning: Is the first managerial function, is the process of determining the organization's
desired future position and deciding how best to get there. The planning process includes

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studying and analyzing the environment, deciding on appropriate goals, outlining strategies for
achieving those goals, and developing tactics to help execute the strategies. Behavioral
processes and characteristics pervade each of these activities. Perception, for instance, plays a
major role in environmental scanning, and creativity and motivation influence how managers
set goals, strategies, and tactics for their organization.
Organizing: The second managerial function is organizing-the process of designing jobs,
grouping jobs into manageable units, and establishing patterns of authority among jobs and
groups of jobs. This process produces the basic structure, or framework, of the organization.
For large organizations such as EAL that structure can be expensive and complicated. The
structure includes several hierarchical layers and spans myriad activities and areas of
responsibility. Smaller firms can often function with a relatively simple and straightforward
form of organization. As noted earlier, the processes and characteristics of the organization
itself are a major theme of organizational behavior.
Leading: The third major managerial function is the process of motivating members of the
organization to work together toward the organization's goals. A manager, for example, must
hire people, train them, and motivate them. Major components of leading include motivating
employees, managing group dynamics, and the actual process leadership itself. These are all
closely related to major areas of organizational behavior. All managers, whether they work in a
huge multinational corporation spanning dozens of countries or a small neighborhood business
serving a few square city blocks, must understand the importance of leading.

Controlling: The fourth managerial function, controlling, is the process of monitoring and cor-
recting the actions of the organization and its people to keep them headed toward their goals. A
manager has to control costs, inventory, and so on. Again, behavioral processes and
characteristics are a key part of this function. Performance evaluation, reward systems, and
motivation, for example, all apply to control. Control is of vital importance to all businesses,
but it may be especially critical to smaller ones.
1.4.2 Basic Managerial Roles
As they engage in the basic management functions described above, managers often find
themselves playing a variety of different roles. Moreover, in order to perform the functions
most effectively and to be successful in their various roles, managers must also draw upon a set

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of critical skills. This section first introduces the basic managerial roles and then describes the
core skills necessary for success in an organization.
In an organization, as in a play or a movie, a role is the part a person plays in a given situation.
Managers often play a number of different roles. In general, there are ten basic managerial
roles that cluster into three general categories.
Interpersonal Roles: The interpersonal roles are primarily social in nature; that is, they are
roles in which the manager's main task is to relate to other people in certain ways. The manager
sometimes may serve as a figurehead for the organization. Taking visitors to dinner and
attending ribbon-cutting ceremonies are part of the figurehead role. In the role of leader, the
manager works to hire, train, and motivate employee.
Informational Roles: The three informational roles involve some aspect of information
processing. The monitor actively seeks information that might be of value to the organization in
general or to specific managers. The manager who transmits this information to others is
carrying out the role of disseminator. The spokesperson speaks for the organization to
outsiders.
Decision-Making Roles: Finally, there are also four decision-making roles. The entrepreneur
voluntarily initiates change, such as innovations or new strategies, in the organization. The
disturbance handler helps settle disputes between various parties, such as other managers and
their subordinates. The resource allocator decides who will get what how resources in the
organization will be distributed among various individuals and groups. The negotiator
represents the organization in reaching agreements with other organizations, such as contracts
between management and labor unions. Again, behavioral processes clearly are crucial in each
of these decisional roles.

1.4.3 Managerial Skills

Another important element of managerial work is the skills necessary to carry OL basic
functions and fill fundamental roles. In general, most successful managers have strong
combination of technical, interpersonal, conceptual, and diagnostic skills.
Technical Skills: Technical skills are skills necessary to accomplish specific task within the
organization. Designing a new computer for computer, developing new formula for a frozen
food additive for and writing a press release require technical skills. Hence, these skills are

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generally associated with the operations employed by the organization in its production
processes. Other examples of managers with strong technical skills
Interpersonal Skills: The manager uses interpersonal skills to communica1 with, understand,
and motivate individuals and groups. As we have noted, managers spend a large portion of their
time interacting with others, so it is clearly important that they get along with other people.
Conceptual Skills: Conceptual skills are the manager's ability to think in the abstract. A
manager with strong conceptual skills is able to see the "big picture." That is she or he can see
opportunity where others see roadblocks or problems.
Diagnostic Skills: Most successful managers also bring diagnostic skills to the organization.
Diagnostic skills allow managers to better understand cause-and-effect relationships and to
recognize the option solutions to problems.
Most managers need technical, interpersonal, conceptual, and diagnostic skills, but the
importance of these skills varies by level in the organization. As illustrated here, conceptual
and diagnostic skills are usually more important for top managers in organizations, whereas
technical and interpersonal skills may be more important for first-line managers. Of course, not
every manager has an equal measure of these four basic types of skills. Nor are equal measures
critical. For example, the optimal skills mix tends to vary with the manager's level in the
organization. First-line managers generally need to depend more on their technical and
interpersonal skills and less on their conceptual and diagnostic skills. Top managers tend to
exhibit the reverse combination-more emphasis on conceptual and diagnostic skills and less de-
pendence on technical and interpersonal skills. Middle managers require a more even
distribution of skills. Similarly, the mix of skills needed can vary depending on economic
prosperity. One recent survey suggested that during very tough economic times, the most
important skills for a CEO are that he or she be an effective communicator and motivator, be
decisive, and be a visionary.

1.5 Major Characteristics of OB

Following are the major characteristics of Organization behavior.
1. Interdisciplinary. Organizational behavior is an interdisciplinary orientation that
integrates behavioral sciences in understanding behavior and performance. It draws

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 heavily on knowledge about behavior generated in the social sciences of psychology,
sociology, and anthropology.
2. Behavioral Science Foundation. The behavioral sciences-psychology, sociology and
anthropology have provided the basic philosophy, characteristics of science, and
principles that are so freely borrowed by the field of organizational behavior. The social
sciences of economics, political science, and history have had a secondary impact on the
field.
3. Scientific Method Foundation. OB had inherited the tradition of scientific method in
its investigations from its parent disciplines. The scientific methods emphasize the use
of logic and theory in formulating research questions and the systematic use of
objective data in answering such questions.
4. Three Levels of Analysis. The OB is unique in its approach to behavior because it
encompasses three levels of analysis, individual, group, and formal organization. In
addition, all three levels are treated with equal importance and needs to be scientifically
studied.
5. Contingency Orientation. The term contingency orientation reflects the need to
consider the situation and individuals involved before drawing conclusions about
behavior. The OB field has no universally applicable set of prescriptions for managers.
6. Concern for Application. The OB researcher must always be concerned with
understanding real events in actual organizations and with communicating results in a
meaningful fashion to practicing managers.

1.6. Contributing Disciplines to the 0B Field

Organizational behavior is an applied behavioral science that is built upon contributions from a
number of behavioral disciplines. The predominant areas are psychology, sociology, social
psychology, anthropology, and political science. As we shall learn, psychology's contributions
have been mainly at the individual or micro level of analysis, while the other four disciplines
have contributed to our understanding of macro concepts such as group processes and
organization.
Psychology

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Psychology is the science that seeks to measure, explain, and sometimes change the behavior of
humans and other animals. Psychologists concern themselves with studying and attempting to
understand individual behavior. Those who have contributed and continue to add to the
knowledge of OB are learning theorists, personality theorists, counseling psychologists, and,
most important, industrial and organizational psychologists.
Early industrial and organizational psychologists concerned themselves with problems of
fatigue, boredom, and other factors relevant to working conditions that could impede efficient
work performance. More recently, their contributions have been expanded to include learning,
perception, personality, emotions, training, leadership effectiveness, needs and motivational
forces, job satisfaction, decision-making processes, performance appraisals, attitude
measurement, employee selection techniques, work design, and job stress.
Sociology
Whereas psychologists focus their attention on the individual, sociologists study the social
system in which individuals fill their roles; that is, sociology studies people in relation to their
fellow human beings. Specifically, sociologists have made their greatest contribution to OB
through their study of group behavior in organizations, particularly formal and complex
organizations. Some of the areas within OB that have received valuable input from sociologists
are group dynamics, design of work teams, formal organization theory and structure,
organizational technology, communications, power, and conflict.
Social Psychology
Social psychology is an area within psychology, blending concepts from both psychology and
sociology. It focuses on the influence of people on one another. One of the major areas
receiving considerable investigation from social psychologists has been change - how to
implement it and how to reduce barriers to its acceptance. Additionally, we find social
psychologists making significant contributions in the areas of measuring, understanding, and
changing attitudes; communication patterns; the ways in which group activities can satisfy
individual needs; and group decision-making processes.
Anthropology
Anthropology is the study of societies to learn about human beings and their activities.
Anthropologists' work on cultures and environments, for instance, has helped us understand
differences in fundamental values, attitudes, and behavior among people in different countries

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and within different organizations. Much of our current understanding of organizational
culture, organizational environments, and differences among national cultures is the result of
the work of anthropologists or those using their methodologies.
Political Science
Although frequently overlooked, the contributions of political scientists are significant to the
understanding of behavior in organizations. Political science studies the behavior of individuals
and groups within a political environment. Specific topics of concern here include structuring
of conflict, allocation of a power, and how people manipulate power for individual self-interest.

1.7 Challenges and Opportunities for 0B in 21st Century

Understanding organizational behavior has never been more important for managers. A quick
look at a few of the dramatic changes now taking place in organizations supports this claim.
For instance, the typical employee is getting older; more and more women are in the
workplace; corporate downsizing and the heavy use of temporary workers are severing the
bonds of loyalty that historically tied many employees to their employers; and global
competition is requiring employees to become more flexible and to learn to cope with rapid
change. In short, there are a lot of challenges and opportunities today for managers to use OB
concepts.

Responding to Globalization
Organizations are no longer constrained by national borders. In turn, managers have to become
capable of working with people from different cultures.
Globalization affects a manager's people skills in at least two ways. First, if you're a manager,
you're increasingly likely to find yourself in a foreign assignment. You may be transferred to
your employer's operating division or subsidiary in another country. Once there, you'll have to
manage a workforce that is likely to be very different in needs, aspirations, and attitudes from
the ones you were used to back home. Second, even in your own country, you're going to find
yourself working with bosses, peers, and other employees who were born and raised in
different cultures. What motivates you may not motivate them. Your style of communication
may be straightforward and open, but they may find this style uncomfortable and threatening.
To work effectively with these people, you'll need to understand their culture, how it has
shaped them, and how to adapt your management style to their differences.

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 Managing Workforce Diversity
One of the most important and broad-based challenges currently facing organizations is
adapting to people who are different. The term we use for describing this challenge is
workforce diversity. Whereas globalization focuses on differences among people from different
countries, workforce diversity addresses differences among people within given countries.
Workforce diversity means that organizations are becoming more heterogeneous in terms of
gender, race, and ethnicity. But the term encompasses anyone who varies from the so-called
norm. We used to take a melting-pot approach to differences in organizations, assuming
people who were different would somehow automatically want to assimilate. But we now
recognize that employees don't set aside their cultural values and lifestyle preferences when
they come to work. The challenge for organizations therefore, is to make themselves more
accommodating to diverse groups of people by addressing their different lifestyles, family
needs, and work style. The melting-pot assumption is being replaced by one that recognizes
and values differences.
Workforce diversity has important implications for management practice. Managers will need
to shift their philosophy from treating everyone alike to recognizing differences and responding
to those differences in ways that will ensure employee retention and greater productivity while,
at the same time, not discriminating. This shift includes, for instance, providing diversity
training and revamping benefit programs to make them more "family friendly." Diversity, if
positively managed, can increase creativity and innovation in organizations as well as improve
decision making by providing different perspectives on problems. When diversity is not
managed properly, there is potential for higher turnover, more difficult communication, and
more interpersonal conflicts.

Empowering People
If you pick up any popular business periodical nowadays, you'll read about the reshaping of the
relationship between managers and those they're supposedly responsible for managing. You'll
find managers being called coaches, advisers, sponsors, or facilitators. In many organizations,
employees are now called associates. And there is a blurring between the roles of managers and
workers. Decision making is being pushed down to the operating level, where workers are
being given the freedom to make choices about schedules and procedures and to solve work-
related problems. In the 1980s, managers were encouraged to get their employees to participate

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in work-related decisions. Now, managers are going considerably further by allowing
employees full control of their work. An increasing number of organizations are using self-
managed teams, where workers operate largely without bosses.
What's going on? What's going on is that managers are empowering employees. They are
putting employees in charge of what they do. And in so doing, managers have to learn how to
give up control, and employees are having learn how to take responsibility for their work and
make appropriate decisions.

Coping With "Temporariness"

Managers have always been concerned with change. What's different nowadays is the length of
time between changes. It used to be that managers needed to introduce major change programs
once or twice a decade. Today, change is an ongoing activity for most managers. The concept
of continuous improvement, for instance, implies constant change.
In the past, managing could be characterized by long periods of stability interrupted
occasionally by short periods of change. Managing today would be more accurately described
as long periods of ongoing change, interrupted occasionally by short periods of stability. The
world that most managers and employees face today is one of permanent temporariness. The
actual jobs that workers perform are in a permanent state of flux, so workers need to
continually update their knowledge and skills to perform new Job requirements. Work groups
are also increasingly in a state of flux. In the past, employees were assigned to a specific work
group, and that assignment was relatively permanent. There was a considerable amount of
security in working with the same people day in and day out. That predictability has been
replaced by temporary work groups, teams that include members from different departments
and whose members change all the time, and the increased use of employee rotation to fill
constantly changing work assignments. Finally, organizations themselves are in a state of flux.
They continually reorganize their various divisions, sell off poor-performing businesses,
downsize operations, subcontract non critical services and operations to other organizations,
and replace permanent employees with temporaries.
Today's managers and employees must learn to cope with temporariness. They have to learn to
live with flexibility, spontaneity, and unpredictability. The study of OB can provide important

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insights into helping you better understand a work world of continual change, how to overcome
resistance to change, and how best to create an organizational culture that thrives on change.
Stimulating Innovation and Change
Today's successful organizations must foster innovation and master the art of change or they'll
become candidates for extinction. Victory will go to those organizations that maintain their
flexibility, continually improve their quality, and beat their competition to the marketplace with
a constant stream of innovative products and services.
An organization's employees can be the impetus for innovation and change or they can be a
major stumbling block. The challenge for managers is to stimulate employee creativity and
tolerance for change. The field of OB provides a wealth of ideas and techniques to aid in
realizing these goals.

Improving Ethical Behavior

In an organizational world characterized by cutbacks, expectations of increasing worker
productivity, and tough competition in the marketplace, it's not altogether surprising that many
employees feel pressured to cut corners, break rules, and engage in other forms of questionable
practices.
Members of organizations are increasingly finding themselves facing ethical dilemmas,
situations in which they are required to define right and wrong conduct. For example, should
they "blow the whistle" if they uncover illegal activities taking place in their company, should
they follow orders with which they don't personally agree? Do they give an inflated
performance evaluation to an employee whom they like, knowing that such an evaluation could
save that employee's job? Do they allow themselves to "play politics" in the organization if it
will help their career advancement?
What constitutes good ethical behavior has never been clearly defined. And, in recent years, the
line differentiating right from wrong has become even more blurred. Employees see people all
around them engaging in unethical practices- elected officials are indicted for padding their
expense accounts or taking bribes; high-powered lawyers, who know the rules, are found to be
avoiding payment of Social Security taxes for their household help; successful executives use
insider information for personal financial gain; employees in other companies participate in
massive cover-ups of defective military weapons. They hear these people, when caught, giving

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excuses such as "everyone does it," or, "you have to seize every advantage nowadays”, or “I
never thought I’d get caught.”
Managers and their organizations are responding to this problem from a number of directions.
They're writing and distributing codes of ethics to guide employees through ethical dilemmas.
They're offering seminars, workshops, and similar training programs to try to improve ethical
behaviors. They're providing in-house advisers who can be contacted, in many cases
anonymously, for assistance in dealing with ethical issues. And they are creating protection
mechanisms for employees who reveal internal unethical practices.

Today's manager needs to create an ethically healthy climate for his or her employees, where
they can do their work productively and confront a minimal degree of ambiguity regarding
what constitutes right and wrong behaviors.

1.8 Organizations as System

The systems approach to organizations provides a useful framework for understanding how the
elements of an organization interact among themselves and with their environment. Various
inputs are transformed into different outputs, with important feedback from the environment. If
managers do not understand these interrelations, they may tend to ignore their environment or
to overlook important interrelationships within their organization. This is consistent with our
earlier description of management functions). The organization's managers then combine and
transform these inputs and return them to the environment in the form of products or services,
employee behaviors, profits or losses, and additional information. Then the system receives
feedback from the environment regarding these outputs.
Through complex refining and other processes, these inputs are combined and transformed to
create products such as gasoline and motor oil. As outputs, Shell sells these products to the
consuming public. Profits from operations are fed back into the environment through taxes,
investments, and dividends; losses, when they occur, hit the environment by reducing
stockholders' incomes. In addition to having on-the-job contacts with customers and suppliers,
employees live in the community and participate in a variety of activities away from the
workplace, and their behavior is influenced in part by their experiences as Shell workers.
Finally, information about the company and its operations is also released into the environment.
The environment, in turn, responds to these outputs and influences future inputs. For example,

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consumers may buy more or less gasoline depending on the quality and price of Shell's product,
and banks may be more or less willing to lend Shell money based on financial information
released about the company.
The systems perspective is valuable to managers for a variety of reasons. First, it underscores
the importance of an organization's environment. Failing to acquire the appropriate resources
and to heed feedback from the environment, for instance, can be disastrous. The systems
perspective also helps managers conceptualize the now and interactions of various elements of
the organization as they enter the system, are transformed by it, and then re-enter the
environment.
Summary and Implications for Managers
Managers need to develop their interpersonal, or people, skills if they are going to be effective
in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that
individuals, groups, and structure have on behavior within an organization, and then it applies
that knowledge to make organizations work more effectively. Specifically, OB focuses on how
to improve productivity, reduce absenteeism and turnover, and increase employee job
satisfaction.
We all hold generalizations about the behavior of people. Some of our generalizations may
provide valid insights into human behavior, but many are erroneous. Organizational behavior
uses systematic study to improve predictions of behavior that would be made from intuition
alone. But, because people are different, we need to look at OB in a contingency framework,
using situational variables to moderate cause-effect relationships. Organizational behavior
offers both challenges and opportunities for managers. It recognizes differences and helps
managers to see the value of workforce diversity and practices that may need to be changed
when managing in different countries. It can help improve quality and employee productivity
by showing managers how to empower their people as well as how to design and implement
change programs. It offers specific insights to improve a manager’s people skills. In times of
rapid and ongoing change-what most managers face today-OB can help managers learn to cope
in a world of temporariness and to manage a workforce that has undergone the trauma of
downsizing. Finally, OB can offer managers guidance in creating an ethically healthy work
climate.

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