Copyright © 2015 Pearson Education Ltd. 18-1. Copyright © 2015 Pearson Education Ltd. Chapter 1: What Is Organizational Behavior? 1-2

Copyright © 2015 Pearson Education Ltd.

18-1


Chapter 1: What Is Organizational Behavior?

1-2


ORGANIZATION?

1-3


Learning ObjectivesAfter 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.

1-4


Demonstrate the Importance of Interpersonal Skills in the Workplace

Interpersonal skills are important because…Understanding OB helps determine manager

effectivenessLeadership and communication skills are critical as a

person progresses in his or her careerBetter interpersonal skills result in lower turnover of

quality employees and higher quality applications for recruitment

‘Good places to work’ have better financial performance 1-5

LO 1LO 1


Manager: Someone who gets things done through other people in organizations. 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.

Planning, organizing, leading, and controlling. Mintzberg concluded that managers perform ten

different, highly interrelated roles or sets of behaviors attributable to their jobs. 1-6

LO 2Describe the Manager’s

Functions, Roles, And Skills


1-7

LO 2Describe the Manager’s

Functions, Roles, And Skills


Describe the Manager’s Functions, Roles, And Skills

Management SkillsTechnical Skills – the ability to apply specialized

knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.

Human Skills – the ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual Skills – the mental ability to analyze and diagnose complex situations.

1-8

LO 2


Effective Versus Successful Managerial Activities

Luthans and his associates found that all managers engage in four managerial activities: Traditional management Communication Human resource management Networking

1-9

LO 2


Define “Organizational Behavior” (OB)

Organizational behavior (OB) is 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.

1-10

LO 3


Show the Value to OB of Systematic Study

.Systematic Study of Behavior

Behavior generally is predictable if we know how the person perceived the situation and what is important to him or her.

Evidence-Based Management (EBM) Complements systematic study. Argues for managers to make decisions based on

evidence.Intuition

Systematic study and EBM add to intuition, or those “gut feelings” about “why I do what I do” and “what makes others tick.”

If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information.

1-11

LO 4


Organizational behavior is an applied behavioral science that is built upon contributions from a number of behavioral disciplines: Psychology Social psychology Sociology Anthropology 1-12

LO 5 Identify the Major Behavioral Science Disciplines That Contribute to OB


1-13

LO 5 Identify the Major Behavioral Science Disciplines That Contribute to OB


Demonstrate Why Few Principles Apply to OB

There are few, if any, simple and universal principles that explain organizational behavior. Contingency variables — situational factors are

variables that moderate the relationship between the independent and dependent variables.

1-14

LO 6


Identify the Challenges and Opportunities of OB Concepts

1-15

LO 7



Responding to economic pressure In tough economic times, effective

management is an asset. In good times, understanding how to reward,

satisfy, and retain employees is at a premium. In bad times, issues like stress, decision

making, and coping come to the forefront.

1-16

LO 7



Responding to globalization 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.

1-17

LO 7



Managing workforce diversity Workforce diversity – organizations are

becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.

1-18

LO 7



Improving customer service Service employees have substantial interaction

with customers. Employee attitudes and behavior are associated

with customer satisfaction. Need a customer-responsive culture.

1-19

LO 7



Improving people skills People skills are essential to managerial

effectiveness. OB provides the concepts and theories that

allow managers to predict employee behavior in given situations.

1-20

LO 7



Working in networked organizations Networked organizations are becoming more

pronounced. A manager’s job is fundamentally different in

networked organizations. Challenges of motivating and leading “online”

require different techniques.

1-21

LO 7



Enhancing employee well-being at work The creation of the global workforce means

work no longer sleeps. Communication technology has provided a

vehicle for working at any time or any place. Employees are working longer hours per week. The lifestyles of families have changed —

creating conflict. Balancing work and life demands now surpasses

job security as an employee priority.1-22

LO 7



Creating a positive work environment Creating a positive work environment can be a

competitive advantage. Positive organizational scholarship is concerned

with how organizations develop human strength, foster vitality and resilience, and unlock potential.

This field of study focuses on employees’ strengths versus their limitations, as employees share situations in which they performed at their personal best.

1-23

LO 7



Improving ethical behavior Ethical dilemmas and ethical choices are

situations in which an individual is required to define right and wrong conduct.

Good ethical behavior is not so easily defined. Organizations distribute codes of ethics to guide

employees through ethical dilemmas. Managers need to create an ethically healthy

climate. 1-24

LO 7


Three Levels of Analysis in This Book’s OB Model

1-25

LO 8


Chapter 2: Diversity in Organizations

2-26


1-27


Describe the Two Major Forms of Workforce Diversity

2-28

Surface-Level Diversity

Deep-Level Diversity

Diversity Management

LO 1


Stereotypes and How They Function in Organizational Settings

Discrimination is to note a difference between things.Unfair discrimination assumes stereotypes about groups.

Refusal to recognize individual differences is harmful to organizations and employees.

2-29

LO 2


Biographical Characteristics and How They Are Relevant to OB

Biological characteristics are personal characteristics that are objective and easily obtained from personnel records. Variations in these can be the basis for discrimination

2-30

LO 3



AgeThe U.S. workforce is aging. Does job performance decline with increasing age?Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity.

2-31

LO 3



SexThere are no consistent male-female differences in problem solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive. But women earn less than men for the same positions and have fewer professional opportunities.

2-32

LO 3



Race and Ethnicity Employees tend to favor colleagues of their own race in

performance evaluations, promotion decisions, and pay raises. African Americans and Hispanics perceive higher levels of

discrimination in the workplace. African Americans generally fare worse than Whites in employment

decisions.

2-33

LO 3



Disability The U.S. Equal Employment Opportunity Commission classifies a

person as disabled who has any physical or mental impairment that substantially limits one or more major life activities.

Workers with disabilities receive higher performance evaluations, but may have lower performance expectations.

Biases against those with mental impairment may be especially strong.

2-34

LO 3


Biographical Characteristics and How They Are Relevant to OB Other Biological Characteristics

Tenure Tenure is a good predictor of employee

productivity. Tenure and job satisfaction are positively

related. Religion U.S. law prohibits discrimination based on

religion, but it is still an issue, especially for Muslims.

2-35

LO 3


Biographical Characteristics and How They Are Relevant to OB Sexual Orientation and Gender Identity

Federal law does not protect employees against discrimination based on sexual orientation, but this may soon change.

Most Fortune 500 companies have policies covering sexual orientation and about half now have policies on gender identity.

Cultural Identity Need to accommodate and respect individual cultural identities.

2-36

LO 3


Define Ability and Demonstrate Its Relevance to OB

Ability is an individual’s current capacity to perform various tasks in a job.

Two types Intellectual abilities Physical abilities

2-37

LO 4


Define Intellectual Ability and Demonstrate Its Relevance to OB

Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and problem solving. Most societies place a high value on intelligence. General mental ability is an overall factor of intelligence as suggested

by the positive correlations among specific intellectual ability dimensions.

2-38

LO 4


Contrasting Intellectual and Physical Ability

Physical Abilities The capacity to do tasks demanding stamina, dexterity, strength,

and similar characteristics. Nine basic abilities related to strength, flexibility, and other factors

are needed to perform physical tasks.

2-39

LO 5


Contrasting Intellectual and Physical Ability

The importance of ability at work complicates the formulation of workplace policies that recognize disabilities. Recognizing that individuals have different abilities that can be taken

into account when making hiring decisions is not problematic. It is possible to make accommodations for disabilities.

2-40

LO 5


Describe How OrganizationsManage Diversity Effectively

Diversity management is the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others. Diversity is more successful when it is everyone’s business, not just

for certain groups of employees.

2-41

LO 6



2-42

Attracting, Selecting, Developing, and Retaining

Diverse Employees

Diversity in Groups Effective Diversity Programs

LO 6



2-43Homework

Name-Number:

Documents

Copyright © 2015 Pearson Education Ltd. 18-1. Copyright © 2015 Pearson Education Ltd. Chapter 1: What Is Organizational Behavior? 1-2