ORGANIZATIONAL

BEHAVIOR
(1)

J.P. Soebandono
Drs. ec (Unpad -1967), S.Psi (UI – 2003),
MM (IMMI – 2005), M.Si/M.Psi.T (2006), Dr (2010)
 Managing in 21C
Chowdoury (2000)
 21C LEADER: Janusian, Sensational, Collective
geniuses, Value-based
 21C PROCESSES: Value creation, Ultra-rapid
processes, Knowledge Leadership, Future
leadership development, Community Leaders or
no leader
 21C Organization: customized workplace,
creative web, kaleidoscope thinking
Current Trends and Issues in Management
(Robbins, 2007)
• Globalization
• Ethics
• Workforce Diversity
• Entrepreneurship
• E-business
• Quality Management
• Learning Organizations
• Knowledge Management
Challenges and Opportunities for OB
(Robbins, 2007)
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Responding to the Labor Shortage
• Improving Customer Service
• Improving People Skills
• Empowering People
• Coping with “Temporaries”
• Stimulating Innovations and Changes
• Helping Employees Balance Work/Life Conflicts
• Improving Ethical behavior
Changing : Attitude; state of mind; a stance
– visionary, technocratic, sympathetic
(Dalziel & Schoonover - AMA, 1988)
 Pervasive aspect of life for survival, yet painful
 Fast-changing environment with full of
uncertainty
 Resulted from outside environment: new
competition, new social rules, or new business
practices
 Should not be based on one-time success or
vicarious imitation
Planned or unplanned changes  strategy?
Vision of the Future
"There's nothing permanent, except changes"
Heraclitus, 513 BC

“The only consistent things in life is inconsistency”

Toffler, 1975 – The Third Wave
Model of Strategic and Operational
change: “No universal rule”
(Pettigrew & Whipp, 1993)

• Environment Assessment
• Leading Change
• Linking strategic and operational change
• Human resources as asset and liabilities
 Human as Capital
• Coherence of purpose
 New Philosophy:
HUMAN CAPITAL human as
competitive edge
• Learning Organization (Senge, 1990)
 Personal Mastery
 Mental Model
 Shared Visions
 Team Learning
 System Thinking – “the Fifth Discipline”
 Definitions (1):
• Organization:
– Coordinated social entity
– Relatively identifiable boundary
– Continuous basis to achieve a common goal or set of goals

“A deliberate arrangement of people to

accomplish some specific purpose”

Common Characteristics of Organizations

– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure
 Characteristics of Organizations

Image of Organizations,
as (Morgan, 1997):
1. Machine
2. Organism
Elements of Organization
(Scott, 1987): 3. Brains

1. Social structure (formal and 4. Cultures

informal 5. Political systems
2. Participants 6. Psychic prisons
3. Goals 7. Instrument of domination
4. Technology
5. Environment
 Organization and its Stakeholders

SOURCE: Robbins et al., 2009

Organization and its Stakeholders

SOURCE: Robbins et al., 2009

 Definitions (2) :
Organization Structure:
– Based on needs to formally coordinate the interaction
patterns of organization members

• Complexity  differentiation within organization

• Formalization  rules and procedures to direct behavior
• Decision makings  Centralization or Decentralization?

Organization Theory:
– The discipline that studies the structure and design of
organizations
 Definitions (3) :

Organizational Culture:
– “The dominant values espoused by an organization”
– “The ways things are done within the organization”
– “The basic assumptions and beliefs that are shared by
members of an organization”

A system of shared meanings: beliefs, symbols,

rituals, myths, and practices; that creates
understanding among members as to what the
organization is and how its members should behave
 Contrasting Organization Theory and
Organizational Behavior
• Organization behavior:
– Micro views  emphasizing on individual and groups on
behaviors
– Focusing on narrow set of performances and attitude variables:
• Employee’s productivity
• Absenteeism
• Organizational Citizenship
• Turn-over (attrition rate)
• Job satisfaction
• Organization Theory:
– Macro perspective on analysis of the organization itself or its
primary subunits  organizational effectiveness, ability to
adapt the change and achieve the goals
SOURCE:Mondy, 2007
Management Functions

Exhibit 1.3
The Organization as an Iceberg

Exhibit 14.1
• ORGANIZATIONAL BEHAVIOR The Human side of the
– Communications
– Decision Making Corporation
– Organization Design and
Structure
– Organizational Change and
Development

• GROUP DYNAMIC BEHAVIOR

– Formal or Informal
– Interactions
– Conflicts
– Power and Politics
– Leadership process and style

• INDIVIDUAL BEHAVIOR
– Personality
– Perception
– Motivation
– Attitude
– Job Description
– Job Stress
SOURCE: Robbins et al., 2009
Approaches in Organizational Behavior

Grand Theory?

RESOURCE: Robbins et al., 2009

 Competency and Learning
Life-time
• Knowledge Learning

Other personal values:

• Skills • Attitude
• Integrity

• Abilities

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 MATURATION PROCESS
Life-time Learning Process

Academic: KNOWLEDGE
S1: 144 sks, S2: 42 – 44 sks, S3 - research

Positive
Personal
Personal:
Values:
self-awareness :self-concept, self-image, self-
esteem, self-confidence, self-image, self-
acceptance, self-regulation, self-discipline, self- INTEGRITY
motivation, empathy, social skills

PERSONAL
SKILLS
Social:
SPACE: situational awareness, presence,
authenticity, clarity, empathy

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 Personal Management Skills
(as personal added values)
• Personal Skills • Group Skills
– Developing Self-awareness – Empowering & delegating
– Managing Personal Stress – Team Building
– Problem Solving Abilities – Leading Positive Change

• Interpersonal Skills • Specific Skills

– Coaching & Counseling – Oral/Written Presentations
– Power & Influence – Interviews
– Motivating – Conducting meetings
– Managing Conflicts

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