Ch 1 OB

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Chapter 1What is organizational Behavior

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Importance of Interpersonal Skills1980’s business school curricula

emphasized the technical aspects of management,

economics, accounting, finance, and quantitative

techniques.

less attention to human behavior and people skills

From last past three decades

realize the role of understanding human behavioradded toman! curricula

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Importance of Interpersonal Skills"our observation probabl! that all people in organization

are not rational, generall! their behaviors are

unpredictable!ou probabl! have not had the tools to

make these observations s!stematicall!. #his is $here

organizational behavior come into pla!

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What Manger’s DoManagers: get things done through other people

administrators

#he! make decisions, allocate resources, and direct the

activities of others to attain goals.

Organization: consciousl! coordinated social unit,

composed of t$o or more people, that functions on a

relativel! continuous basis to achieve a common goal orset of goals.

%anufacturing and service firms are organizations

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Ways to Look What Mangers Do%anagement function

%anagement &oles

%anagement 'kills%anagerial (ctivities

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Management FunctionsPlanning: defining an organization’s goals, establishing an

overall strateg! for achieving those goals, and developing a

comprehensive set of plans to integrate and coordinate activities.

increases from lo$erlevel to midlevel

)rganizing: designing an organization’s structure

Leading: direct and coordinate

Controlling: monitoring, comparing, and potential correcting

'o, using the functional approach, the ans$er to the question

*+hat domanagers do- is that the! plan, organize, lead, and

control.

French industrialist enri Fa!ol /condensed no$

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Management RolesInterpersonal Roles: duties that are ceremonial and

s!mbolic in nature

Figurehead '!mbolic head2 required to perform a number

of routine duties of a legal or social nature

3eader &esponsible for the motivation and direction of

emplo!ees

3iaison %aintains a net$ork of outside contacts $ho

provide favors and information

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Management RolesInformational Roles: collect information from outside

organizations and institutions

%onitor &eceives a $ide variet! of information2 serves as

nerve center of internal and e4ternal information of the

organization

5isseminator #ransmits information received from

outsiders or from other emplo!ees to members of the

organization

'pokesperson #ransmits information to outsiders on

organization’s plans, policies, actions, and results2 serves as

e4pert on organization’s industr!

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Management RolesDecisional Roles: making choices

6ntrepreneur 'earches organization and its environment for

opportunities and initiates pro7ects to bring about change

5isturbance handler &esponsible for corrective action

$hen organization faces important, une4pected disturbances

&esource allocator %akes or approves significant

organizational decisions

egotiator &esponsible for representing the organization at

ma7or negotiations

190s, enr! %intzberg

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Management SkillTechnical Skills: abilit! to appl! specialized kno$ledge

or e4pertise

Hman Skills: abilit! to understand, communicate $ith,motivate, and support other people, both individuall! and

in groups

Conceptal Skills: mental abilit! to anal!ze and

diagnose comple4 situations

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Managerial ctivitiesTraditional management: 5ecision making, planning,

and controlling

Commnication: 64changing routine information and processing paper$ork

Hman resorce management: %otivating, disciplining,

managing conflict, staffing, and training

!et"orking: 'ocializing, politicking, and interacting$ith outsiders

3uthans et. al.

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Revie!:mportance of managing people recognizes through all

discussed $a!s to look about manager’s 7ob

Functionsleading

&olesinterpersonal

'killsuman skill

(ctivities&%, ;ommunication, et$orking

%anaging people unpredictable behaviors need tools tomake predictions s!stematicall! a stud! of organizational

behavior

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Organizational #eha$ior %O&'( field of stud! that investigates the impact that

individuals, groups, and structure have on behavior $ithin

organizations for the purpose of appl!ing such kno$ledge

to$ard improving an organization’s effectiveness

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More a"out #B'!stematic stud! 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

reasonabl! rigorous manner

%anagement decision

6videncebased management /6=% managerial decisions on

the best available scientific evidence.

:ntuition ( gut feeling not necessaril! supported b! research

$orking $ith incomplete information

6=% add to :ntitution > high probabilit! of right decision

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Discipline that contri"ute in the

Fiel$ of #B)= is applied behavioral sciencebuilds on contribution

on no. of behavioral disciplines

?s!cholog! seeks to measure, e4plain, and sometimes

change the behavior of humans and other animals

'ociolog! studies people in relation to their social

environment or culture

'ocial ps!cholog! blends concepts from both ps!cholog!

and sociolog! to focus on peoples’ influence on one another

(nthropolog! stud! of societies to learn about human

beings and their activities

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Fe! "solutesLa!s in the physical sciences%generalizea"le

La!s in the "ehavioral sciences%limite$generalizi"ilty

&'o$ gave all the easy pro"lems to thephysicists()

*uman "eings are comple+, an$ are not alike%limite$ simplicity, accuracy, an$ generaliza"ilty

=ut reasonabl! accurate e4planation of human behavior can

be made

In #B, fe!, if any, simple e+planation

)= concepts reflects situational or contingenc! conditions

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#B’s -hallenges an$

#pportunitiesResponding to Economic Pressures

Responding to GlobalizationWorking with People from Dierent Cultures

!erseeing "o!ement of #obs to Countries with $ow%Cost $abor

"anaging Workforce Di!ersit&

'mpro!ing Customer (er!ice

'mpro!ing People (kills

(timulating 'nno!ation and Change

Coping with )*emporariness+

Working in ,etworked rganizations-elping Emplo&ees .alance Work/$ife Con0icts

Creating a Positi!e Work En!ironment

'mpro!ing Ethical .eha!ior

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#B Mo$el"odel an abstraction of realit&2 a

simpli3ed representation of some realworld phenomenon(

'nputs !ariables that lea$ to processes

Processes actions that indi!iduals2 groups2and organizations engage in as a result ofinputs an$ that lea$ to certain outcomes

utcomes ke& !ariables that &ou want toe4plain or predict2 and that are a.ecte$ "y

some other varia"les

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Ch 1 OB