WHAT IS

ORGANISATIONAL
BEHAVIOUR
Module 1 – Unit 1
CHANGE YOUR DISPLAY NAME
TO ENGLISH
Today we will cover

 Course structure and outcomes

 Course assessment

 Class rules

 Module 1 - Unit 1
Course structure:

 4 modules
 3 units for each module

 2 classes for each unit

Course outcomes

 3 levels of OB
 Theories in OB
 Complex Relations in organisations
 Application of Theories
Assessment

Assessment Weighting

Case Study /  Case Study / Project at the end

10% x2
Project
of Module 2 and 3
Group
Presentation
10%  Group Presentation at the end
of module 4
Mid-Term Exam 20%  Mid-Term Exam at the end of
Module 2
Final Exam 50%  Final Exam at the end of
course
Course structure:

 4 modules
 3 units for each module
 2 classes for each unit
Case Study / Project
Mid-Term Exam

Case Study / Project

Presentation
Final Exam
Class Rules

Arrive on time

Do not bring any food into the class / Do not eat in the class

Do not use mobile devices in the class unless it is part of the

activity

You are only allowed to read materials related to the class

while in the classroom
So….What is Organisational Behaviour
 Unit Learning Outcomes:

A1: Demonstrate the importance of interpersonal skills in the workplace

A2: Describe the manager’s functions, roles, and skills
A3: Define organisational behaviour (OB)
A4: Illustrate the value of OB in systematic study
A5: Identify the major behavioural science disciplines that contribute to OB
A6: Demonstrate why few absolutes apply to OB
A7: Identify the challenges and opportunities managers have in applying
OB concepts.
A8: Compare the three levels of analysis in OB model.
 The Importance of Interpersonal
A1
Skills
Good people skills are important
 Good places to work have superior financial performance
 Developing managers’ interpersonal skills helps attract and keep
high-performing employees
 There is a strong association between the quality of workplace
relationships and employee job satisfaction, stress, and turnover
 Increasing OB principles can foster social responsibility
awareness
 The Importance of Interpersonal
A1
Skills
 Manager Functions and
A2
Responsibilities

 “Cements” team and

company

 Informs team

 Makes decisions
 Manager Skills
A2

Technical Skills
Knowledge of the discipline in which he or she

works
Human Skills
Ability to work with people

Conceptual skills
Able to use his intelligence and apply it to various

context such as decision making or problem solving

 The Field of Organizational Behavior
A3

Organizational behavior studies the influence that

individuals, groups, and structure have on behavior
within organizations
 Its chief goal is to apply that knowledge toward improving
an organization’s effectiveness
 The Field of Organizational Behavior
A3

Watch a short 3 minutes long video on Organisational Behaviour that

introduces the OB as an important tool for both managers and employees.

VIDEO
 Focal Points of OB
A3

 Jobs
 Work
 Absenteeism
 Employment turnover
 Productivity
 Human performance
 Management

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 Complementing Intuition
A3
with Systematic Study
Intuition: your “gut feeling” explanation of behavior
Systematic study improves ability to accurately predict
behavior
 Assumes behavior is not random
 Fundamental consistencies underlie behavior

 These can be identified and modified to reflect individual differences

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 Systematic Study
A4

 Examines relationships
 Attempts to attribute causes and effects

 Bases conclusions on scientific evidence:

 Data is gathered under controlled conditions

 Data is measured and interpreted in a reasonably rigorous manner

CAUSE EFFECT
Independent Dependent
variable Variable

Situation
Moderating
Variable
 Evidence-Based Management
A4

Evidence-based management: Bases decisions on the

best available scientific evidence
Complements systematic study
Forces managers to become more scientific in their
thinking
 Big Data
A4

Big data: the extensive use of statistical compilation and

analysis
 Identify persistent and predictive statistics
 Create targeted marketing strategies
Using big data for managerial practices:
 Define objectives, develop theories of causality, test the theories to
see which employee activities are relevant to the objectives

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 Contributing Disciplines to the OB
Field
A5

Micro: Psychology
The Individual

Social
Psychology
Sociology
Macro:
Groups &
Organizations Anthropology

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 Contributing Disciplines to the OB Field
A5

 Psychology - Study of individual

human behaviour

 Social Psychology – Study of human

behaviour in a group

 Sociology – Relationship between

human and the society

 Anthropology – Study of cultural

values and attitudes
 Few Absolutes in OB
A6

Contingenc
 Impossible to make y Variable Independent Dependent
Variable (X) Variable (Y)
simple and accurate (Z)
generalizations
 Human beings are In Boss Gives Understood as
complex and diverse American “Thumbs Up” Complimentin
Sign g
 OB concepts must
Culture
reflect situational In Iranian
conditions: or Boss Gives
“Thumbs Up”
Understood as
Insulting -
contingency Australian Sign “Up Yours!”
variables Cultures
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 Challenges and
A7
Opportunities for OB
 Responding to economic pressures
 Responding to globalization

 Managing workplace diversity

 Improving customer service

 Improving people skills

 Working in networked organizations

 Enhancing employee well-being at work

 Creating a positive work environment

 Improving ethical behavior

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 Responding to
Economic Pressures
A7

 Effective management can be just as hard, if not harder, in

‘good’ economic times as in ‘bad’ economic times
 Good management can be the difference between survival

and failure

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 Responding to Globalization
A7

 Increased foreign assignments

 Working with people from different cultures

 Overseeing movement of jobs to countries with low-cost

labor
 Adapting to differing cultural and regulatory norms

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 Managing Workforce Diversity
A7

 Workforce diversity: organizations are becoming a

more heterogeneous mix of people in terms of gender,
age, race, ethnicity, and sexual orientation

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 Improving Customer
A7
Service and People Skills
The majority of employees in developed nations work in
service jobs
 They must know how to please their customers
People skills are essential to success in today’s
organizations

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 Working in Networked
A7
Organizations
 Managers must adapt their skills and communication
styles to succeed in a networked organization

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 Enhancing Employee
Well-Being at Work
A7

 The line between work and non-work has blurred and

managers are increasingly dealing with conflicts that arise
between work and life away from work

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 Creating a Positive
Work Environment
A7

Positive organizational scholarship: how organizations

develop human strengths, foster vitality and resilience, and
unlock potential
 Focus on what’s good about an organization, not what’s bad

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 Improving Ethical Behavior
A7

Managers facing ethical dilemmas or ethical choices

are required to identify right and wrong conduct
 Thiscan be difficult in a global economy where different cultures
approach decisions from different perspectives
Companies promoting strong ethical missions:
 Encourage employees to behave with integrity
 Provide strong leadership that influence employee decisions to behave
ethically

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 Three Levels of OB Analysis
A8

Chapters 15 - 17

Chapters 9 - 14

Chapters 2 - 8

Plan of the Book

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 A Basic OB Model
A8

Inputs are the variables like

personality, group structure, and
organizational culture that lead to
processes. These variables set the
stage for what will occur in an
organization later.

Processes are actions that individuals,

groups, and organizations engage in as
a result of inputs and that lead to
certain outcomes

Outcomes are the key variables that

you want to explain or predict, and
that are affected by some other
variables
 A Basic OB Model
A8

Inputs are the variables like

personality, group structure, and
organizational culture that lead to
processes. These variables set the
stage for what will occur in an
organization later.

Processes are actions that individuals,

groups, and organizations engage in as
a result of inputs and that lead to
certain outcomes

Outcomes are the key variables that

you want to explain or predict, and
that are affected by some other
variables
 1. What should companies take into account when working in
different countries
Activity 1 2. Do researchers agree that national culture plays an important
role in shaping an organization?
 Implications for Managers
 Don’t rely on generalizations
 Use metrics and situational variables rather than “hunches” to explain

cause-and-effect relationships
 Increase leadership potential by improving interpersonal skills

 Improve technical and conceptual skills by staying current with

trends like big data

 Recognize the role of organizational behavior on employee work

quality and productivity

 Use organizational behavior to help design and implement change

programs, improve customer service, and address the work-life

balance conflict
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 Keep in Mind…
 OB’s goal is to understand and predict human behavior in
organizations
 Fundamental consistencies underlie behavior

 It is more important than ever to learn OB concepts

 Both managers and employees must learn to cope with

temporariness
Questions for Review (10 minutes)

1. What is the importance of interpersonal skills?

2. What do managers do in terms of functions, roles, and skills?
3. What is organizational behavior (OB)?
4. Why is it important to complement intuition with systematic
study?
5. What are the major behavioral science disciplines that
contribute to OB?
6. Why are there few absolutes in OB?
7. What are the challenges and opportunities for managers in
using OB concepts?
8. What are the three levels of analysis in this book’s OB model?
 1. What are some of the things managers can learn by walking around and having daily contact with line
employees that they might not be able to learn from looking at data and reports?
2. As an employee, would you appreciate knowing your supervisor regularly spent time with workers? How
would knowing top executives routinely interact with line employees affect your attitudes toward the

Activity 2 organization?
3. Are there any dangers in the use of a management by walking around strategy? Could this strategy lead
employees to feel they are being spied on? What actions on the part of managers might minimize these
concerns?
 Summary

1. Demonstrated the importance of interpersonal

skills in the workplace.
2. Defined Organizational Behavior (OB).
3. Showed the value to OB of systematic study.
4. Identified the major behavioral science disciplines
that contribute to OB.
5. Demonstrated how few absolutes apply in OB.
6. Identified the major challenges and opportunities
managers have in applying OB concepts.
7. Identified the three levels of analysis in OB.
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Homework

 Pre-read materials for Chapter 2

 Revision from Chapter 1