What Is Organizational Behavior?

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
What
What Is
Is Organizational
Organizational Behavior?
Behavior?
Kelli J. Schutte
William Jewell College
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 1-1
Behavior, 14e
Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter you should be able to:
– Demonstrate the importance of interpersonal skills in the
workplace.
– Describe the manager’s functions, roles, and skills.
– Define organizational behavior (OB).
– Show the value to OB of systematic study.
– Identify the major behavioral science disciplines that
contribute to OB.
– Demonstrate why few absolutes apply to OB.
– Identify the challenges and opportunities managers have in
applying OB concepts.
– Compare the three levels of analysis in this book’s OB
model.
Behavior, 14e
The
The Importance
Importance of
of Interpersonal
Interpersonal Skills
Skills
 Understanding OB helps determine manager

effectiveness
– Technical and quantitative skills are important
– But leadership and communication skills are CRITICAL
 Organizational benefits of skilled managers

– Lower turnover of quality employees
– Higher quality applications for recruitment
– Better financial performance

Behavior, 14e
What
What Managers
Managers Do
Do
They get things done through other people.
 Manager
– Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished
 Management Activities:
– Make decisions
– Allocate resources
– Direct activities of others to attain goals
 Work in an organization
– 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.
Behavior, 14e
Management
Management Functions
Functions (Henri Fayol, Early
20th)
Managers perform certain activities or functions as
they efficiently and effectively coordinate the work of others.
 Functional Approach
– Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
– Organizing
• Arranging and structuring work to accomplish
organizational goals.
– Leading
• Working with and through people to accomplish goals.
– Controlling
• Monitoring, comparing, and correcting work.
Authorized adaptation from the United States edition of Organizational
Behavior, 14e
Management Roles By
What
What Do
Do Managers
Managers Do?
Do? (Mintzberg,1973)
The term managerial roles refers to

specific actions or behaviors
expected of and exhibited by a
manager.

Behavior, 14e
Authorized adaptation from the United States edition of Organizational © 2007 Prentice Hall, Inc. All rights
1–7
Behavior, 14e reserved.
1–8
1–9
MANAGEMENT
MANAGEMENT SKILLS
SKILLS (Robert
(RobertL.L.Katz)
Katz)
Managers also need particular skills in order to function

effectively in achieving their objectives. Key skills include:
– Technical skills
• The ability to apply specialized knowledge or expertise
– Human skills
• The ability to work with, understand, and motivate other
people, both individually and in groups
– Conceptual skills
• The ability to think and conceptualize about abstract and
complex situations concerning the organization

Behavior, 14e
Exhibit
Exhibit1–5
1–5 Skills
SkillsNeeded
Neededat
atDifferent
DifferentManagement
ManagementLevels
Levels

Behavior, 14e
Luthans’
Luthans’ Study
Study of
of Managerial
Managerial Activities
Activities
 Four types of managerial activity:
– Traditional Management
• Decision making, planning, and controlling
– Communication
• Exchanging routine information and processing paperwork
– Human Resource Management
• Motivating, disciplining, managing conflict, staffing/hiring,
and training
– Networking
• Socializing, politicking, and interacting with others

Behavior, 14e
Successful
Successful vs.
vs. Effective
Effective Allocation
Allocation by
by Time
Time
EEXXHHI IBBI ITT1–2
1–2
This finding challenges the historical assumption that promotions

are based on performance, and it illustrates the importance of
networking and political skills in getting ahead in organizations.

Behavior, 14e
Organizational
Organizational Behavior
Behavior
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.

Behavior, 14e
Intuition
Intuition and
and Systematic
Systematic Study
Study
The two are complementary means of predicting behavior.

Behavior, 14e
An
An Outgrowth
Outgrowth of
of Systematic
Systematic Study…
Study…
Evidence-Based Management (EBM)
Basing managerial decisions on the best available

scientific evidence
Must think like scientists:

Behavior, 14e
Managers
Managers Should
Should Use
Use All
All Three
Three Approaches
Approaches
The trick is to know when to go with your gut.

– Jack Welsh
 Intuition is often based on inaccurate information

 Trendism is customary in management
 Systematic study can be time consuming
Use evidence as much as possible to inform your intuition

and experience. That is the promise of OB.

Behavior, 14e
Contributing
Contributing Disciplines
Disciplines
Many behavioral sciences

have contributed to the
development of
Organizational
Behavior
See E X H I B I T 1–3 for details

See E X H I B I T 1–3 for details
Behavior, 14e
Psychology
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.
Unit of Analysis:
– Individual
Contributions to OB:
– Learning, motivation, personality, emotions, perception
– Training, leadership effectiveness, job satisfaction
– Individual decision making, performance appraisal, attitude
measurement
– Employee selection, work design, and work stress
Behavior, 14e
Social
Social Psychology
Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another.
– Group
Contributions to OB:
– Behavioral change
– Attitude change
– Communication
– Group processes
– Group decision making
Behavior, 14e
Sociology
Sociology
The study of people in relation to their Social

environment or culture
-- Organizational System -- Group
 Contributions to OB:
– Group dynamics – Formal organization theory
– Work teams – Organizational technology
– Communication – Organizational change
– Power – Organizational culture
– Conflict
– Intergroup behavior
Behavior, 14e
Anthropology
Anthropology
The study of societies to learn about human beings and

their activities.
-- Organizational System -- Group
 Contributions to OB:
– Organizational culture – Comparative values
– Organizational environment – Comparative attitudes
– Cross-cultural analysis

Behavior, 14e
Behavior, 14e
Few
Few Fundamentals
Fundamentals in
in OB
OB
Situational factors that make the main relationship
between two variables change—e.g., the relationship
may hold for one condition but not another.

Behavior, 14e
Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
The major challenges and opportunities are:
 Responding to Economic Pressures
 Responding to Globalization
 Managing Workforce Diversity
Some other challenges and

opportunities include:
 Improving Customer Service
 Improving People Skills
 Stimulating Innovation and Change
 Coping with “Temporariness”
 Working in Networked Organizations
 Helping Employees Balance Work-Life Conflicts
 Creating a Positive Work Environment
 Improving Ethical Behavior

Behavior, 14e
Responding
Responding to
to Economic
Economic Pressures
Pressures
 What do you do during difficult economic times?
– Effective management is critical during hard economic times.
– Managers need to handle difficult activities such as firing
employees, motivating employees to do more with less, and
working through the stress employees feel when they are worrying
about their future.
– Difference between good and bad management can be the
difference between survival and failure
– OB focuses on issues such as stress, decision making, and coping
during difficult times.

Behavior, 14e
Responding
Responding to
to Globalization
Globalization
 Managers learn to handle diverse
workforce under one roof
 Management practices need to be

modified according to host
country culture
 Managers face the difficult task of

balancing interest of their
organization and responsibility
towards local community

Behavior, 14e
Behavior, 14e
Managing
Managing Workforce
Workforce Diversity
Diversity
The people in organizations are becoming more heterogeneous demographically
Workforce diversity acknowledges a workforce of women and men; many racial and ethnic
groups; individuals with a variety of physical or psychological abilities; and people who differ
in age and sexual orientation
– Embracing diversity
– Changing demographics
– Changing management philosophy
– Recognizing and responding to differences

Behavior, 14e
Improving
Improving Customer
Customer Services
Services
OB can help managers to create such friendly, knowledgeable
prompt responding culture to customer needs.

Behavior, 14e
Behavior, 14e
Behavior, 14e
Behavior, 14e
Behavior, 14e
Creating
Creating aa positive
positive work
work environment
environment
positive organizational
scholarship /(positive
organizational behavior):
which studies how
organizations develop human
strengths, foster vitality and
resilience, and unlock potential.

Behavior, 14e
Behavior, 14e
Developing
Developing an
an OB
OB Model
Model
 A model is an abstraction of reality – a simplified
representation of some real-world phenomenon.
 Our OB model has three levels of analysis
– Each level is constructed on the prior level
E X H I B I T 1-4
E X H I B I T 1-4
Behavior, 14e
Types
Types of
of Study
Study Variables
Variables
Independent (X) Dependent (Y)

– The presumed cause of the – This is the response to X (the
change in the dependent independent variable).
variable (Y). – It is what the OB researchers
– This is the variable that OB want to predict or explain.
researchers manipulate to – The interesting variable!
observe the changes in Y.

Behavior, 14e
Interesting
Interesting OB
OB Dependent
Dependent Variables
Variables
 Productivity
– Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) and
efficiency (meeting goals at a low cost).
 Absenteeism
– Failure to report to work – a huge cost to employers.
 Turnover
– Voluntary and involuntary permanent withdrawal from an
organization.
 Deviant Workplace Behavior
– Voluntary behavior that violates significant organizational
norms and thereby threatens the well-being of the
organization and/or any of its members.
Behavior, 14e
More
More Interesting
Interesting OB
OB Dependent
Dependent Variables
Variables
 Organizational Citizenship Behavior (OCB)
– Discretionary behavior that is not part of an employee’s
formal job requirements, but that nevertheless promotes the
effective functioning of the organization.
 Job Satisfaction
– A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics.

Behavior, 14e
The
The Independent
Independent Variables
Variables
The independent variable (X) can be at any of these three
levels in this model:
Individual
– Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning, and individual decision making
Group
– Communication, group decision making, leadership and
trust, group structure, conflict, power and politics, and work
teams
Organization System
– Organizational culture, human resource policies and
practices, and organizational structure and design
Behavior, 14e
OB
OB Model
Model
Dependent
Variables (Y)
Independent
Variables (X)
E X H I B I T 1–5
E X H I B I T 1–5
Behavior, 14e
Summary
Summary and
and Managerial
Managerial Implications
Implications
 Managers need to develop their interpersonal skills to
be effective.
 OB focuses on how to improve factors that make
organizations more effective.
 The best predictions of behavior are made from a
combination of systematic study and intuition.
 Situational variables moderate cause-and-effect
relationships, which is why OB theories are contingent.
 There are many OB challenges and opportunities for
managers today.
 The textbook is based on the contingent OB model.

Behavior, 14e

What Is Organizational Behavior?

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Robbins, Judge, and Vohra

 Understanding OB helps determine manager

 Organizational benefits of skilled managers

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

The term managerial roles refers to

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Managers also need particular skills in order to function

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

This finding challenges the historical assumption that promotions

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

A field of study that investigates the

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Basing managerial decisions on the best available

Must think like scientists:

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

The trick is to know when to go with your gut.

 Intuition is often based on inaccurate information

Use evidence as much as possible to inform your intuition

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Many behavioral sciences

See E X H I B I T 1–3 for details

The study of people in relation to their Social

The study of societies to learn about human beings and

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Some other challenges and

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

 Management practices need to be

 Managers face the difficult task of

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Independent (X) Dependent (Y)

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

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