Chapter 1 Introduction to Organizational Behavior

1. Chapter 1Introduction to Organizational Behavior

2. OB studies what people do in an organization and how that behavior affects the performance of the organization.

3. Effective manager vs. successful manager • Management duties • What managers do • Management roles • Management skills

4. Management functions • Planning • Organizing • Leading • Controlling

5. Management functions • Interpersonal roles • Informational roles • Decisional roles

6. Management skills • Technical skills • Human skills • Conceptual skills

8. Goals of Organizational Behavior • Explain, predict, and • control human behavior

9. The field of OB seeks to replace intuitive explanations with systematic study

10. What other knowledge help us understand OB?

11. Contributing Disciplines Sociology studies people in relation to their fellow human beings Psychologyseeks to measure,explain, and change behavior Social psychologyfocuses on the influence of peopleon one another Political science is the study of the behavior of individuals and groups within a political environment Anthropologyis the study of societies to learn about human beings and their activities

12. OB Model

13. Dependent variable • Things which will be affected by OB • Productivity • What factors influence the effectiveness and efficiency of individuals • Absenteeism • Absenteeism is not all bad • Having too high employee absent rate will affect productivity • Turnover • Not all turnover is bad • High turnover rate…in some degree affect productivity, particularly 4 the hospitality inducstry

14. Organizational citizenship behavior (OCB) • No one will want to pick up the slack • No one would want to walk extra miles to achieve the goals. • Job satisfaction • Unhappy employees…what else can you say?

15. Organizational citizenship • Discretionary behavior • Not part of an employee's formal job requirements • Promotes the effective functioning of the organization

16. Examples of Organizational Citizenship • Helping others on one's work team • Volunteering for extra job activities • Avoiding unnecessary conflicts • Making constructive statements about one's work group and the overall organization

17. Independent variables • Individual variables • Age, gender, personality, emotion, values, attitude, ability • Perception, individual decision making, learning, and motivation • Group variables • Norm, communication, leadership, power, politics • Organization system variables • Organizational culture, HR practices

18. Challenges and Opportunities for OB

19. Typical employee is getting older • More women and minorities in the workplace • Global competition is requiring employees to become more flexible • Historical loyalty-bonds that held many employees to their employers are being severed

20. Responding to Globalization • Increased Foreign Assignments • Working with People from Different Cultures • Coping with Anti-Capitalism Backlash • Overseeing Movement of Jobs to Countries with Low-cost Labor

21. Managing Diversity Workforce diversity -organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation

22. Diversity Implications • Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.

23. OB Insights • Improving People Skills • Improving Customer Service • Empowering People • Working in Networked Organizations • Stimulating Innovation and Change

24. OB Insights • Coping with “Temporariness” • Helping Employees Balance Work/Life Conflicts • Declining Employee Loyalty • Improving Ethical Behavior