Organistional Behavior

7/23/2019 Organistional Behavior

1/40

Organizational Structure and Behavior

Individuals behave diferently

when acting in theirorganizational roles


2/40

Main Goal of OB

To revitalize the organizational theory

and develop a better understanding of

organizational life


3/40

What Managers Do

Managerial Activities

Ma!e decisions

Allocate resources Direct activities of others to

attain goals

Managerial Activities

Ma!e decisions

Allocate resources

Direct activities of others to

attain goals

Managers "orAdministrators#$ndividuals %ho achieve goals through other people


4/40

Where Managers Wor!

Organization

A consciously coordinated social unit&

co'posed of t%o or 'ore people& that

functions on a relatively continuous basis to

achieve a co''on goal or set of goals


5/40

Organizational (tructure

How job tasks are formally divided, grouped, andcoordinated

Key Elements:1. Work specialiation

!. "epartmentaliation

#. $%ain of command

&. 'pan of control

(. $entraliation and decentraliation

). *ormaliation


6/40

Manage'ent )unctions

*lanning Organizing

+eading,ontrolling

Manage'ent)unctions


7/40

Manage'ent )unctions "cont-d#

*lanningA process that includes defninggoals, establishing strategy, anddeveloping plans to coordinate

activities


8/40


Organizing

Determining what tasks are to be done,who is to do them, how the tasks are tobe grouped, who reports to whom, and

where decisions are to be made


9/40


+eadingA unction that includes motivatingemployees, directing others, selectingthe most eective communication

channels, and resolving conicts


10/40


,ontrollingMonitoring activities to ensure they are beingaccomplished as planned and correcting anysignifcant deviations


11/40

Mintzberg-s Managerial .oles

E X H I B I T 11Source:Adapted fro' The Nature of Managerial Work by /0 Mintzberg0 ,opyright 1 2345by /0 Mintzberg0 .eprinted by per'ission of *earson 6ducation0


12/40

Mintzberg-s Managerial .oles "cont-d#

E X H I B I T 11 (contd)Source:Adapted fro' The Nature of Managerial Work by /0 Mintzberg0 ,opyright 1 2345by /0 Mintzberg0 .eprinted by per'ission of *earson 6ducation0


13/40

Mintzberg-s Managerial .oles "cont-d#

E X H I B I T 11 (contd)Source:Adapted fro' The Nature of Managerial Work by /0 Mintzberg0 ,opyright 1 2345by /0 Mintzberg0 .eprinted by per'ission of *earson 6ducation0


14/40

Manage'ent (!ills

Technical (!ills

The ability to apply specialized

!no%ledge or e7pertise

/u'an (!ills

The ability to %or! %ith&

understand& and 'otivate other

people& both individually and

in groups

,onceptual (!ills

The 'ental ability to analyze and

diagnose co'ple7 situations


15/40

Organizational Behavior

Organizational Behavior "OB#

A field of study that investigates the i'pact that

individuals& groups& and structure have on

behavior %ithin organizations& for the purpose ofapplying such !no%ledge to%ard i'proving an

organization-s effectiveness


16/40

,o'ple'enting $ntuition %ith (yste'atic (tudy

(yste'atic (tudy

+oo!ing at relationships& atte'pting to attribute causesand effects& and dra%ing conclusions based on scientific

evidence

*rovides a 'eans to predict behaviors

$ntuition

Gut feelings about %hy $ do %hat $ do and %hat 'a!es

others tic!


17/40


18/40

,ontributing Disciplines to the OB )ield

E X H I B I T 13 (contd)

*sychology

The science that see!s to 'easure& e7plain& and

so'eti'es change the behavior of hu'ans and other

ani'als


19/40

Big )ive *ersonality Traits

Openne to e!perience8 "inventive/curiousvs0

consistent/cautious#0"oncientioune8 "efficient/organizedvs0

easy-going/careless#0E!traverion8 "outgoing/energeticvs0

solitary/reserved#0Agreeablene8 "friendly/compassionatevs0

analytical/detached#0#eurotici$8 "sensitive/nervousvs0

secure/confident#0


20/40

,ontributing Disciplines to the OB )ield "cont-d#


(ociology

The study of people in relation to their fello% hu'an

beings


21/40

Group (tructure

Group structure is the underlying pattern of roles& nor's& and

net%or!s of relations a'ong 'e'bers that define and organize the

group0

%olecan be defined as a tendency to behave& contribute andinterrelate %ith others in a particular %ay0 .oles 'ay be assigned

for'ally& but 'ore often are defined through the process of role

differentiation0 A !ey role in a group is the leader& but there are other

i'portant roles as %ell& including tas! roles& relationship roles& and

individual roles0

#or$are the infor'al rules that groups adopt to regulate

'e'bers9 behaviour0 :or's refer to %hat should be done and

represent value ;udg'ents about appropriate behaviour in social

situations0 nor's have po%erful influence on group behaviour0


22/40

Group (tructure

Inter$e$&er %elationare the connections a'ong the

'e'bers of a group& or the social net%or! %ithin a group0

Group 'e'bers are lin!ed to one another at varying levels0

'alueare goals or ideas that serve as guiding principles forthe group0

"o$$unication patterndescribe the flo% of infor'ation

%ithin the group and they are typically described as either

centralized or decentralized0

Statu dierentialare the relative differences in status a'onggroup 'e'bers0 When a group is first for'ed the 'e'bers 'ay

all be on an e


23/40



(ocial *sychology

An area %ithin psychology that blends concepts fro'

psychology and sociology and that focuses on the influence

of people on one another


24/40



Anthropology

The study of societies to learn about hu'an beings and

their activities


25/40

There Are )e% Absolutes in OB

x y

,ontingency variables8 $t Depends>

(ituational factors that 'a!e the 'ain relationship

bet%een t%o variables change?e0g0& the

relationship 'ay hold for one condition but not

another

,ountry 2

x y,ountry @

May be related to

May :OT be related to

$n

$n


26/40

,hallenges and Opportunities for OB

.esponding to Globalization

$ncreased foreign assign'ents

Wor!ing %ith people fro' different cultures

Overseeing 'ove'ent of ;obs to countries %ith

lo%cost labor Managing Wor!force Diversity

6'bracing diversity

$'plications for 'anagers .ecognizing and responding to differences


27/40

$aste

Ma;or Wor!force Diversity ,ategories

+ace

+eligion

ational

-rigin

ge

"isability

E X H I B I T 1

/ender


28/40

,hallenges and Opportunities for OB "cont-d#

$'proving Cuality and *roductivity

Cuality 'anage'ent "CM#

*rocess reengineering

.esponding to the +abor (hortage

,hanging %or! force de'ographics

)e%er s!illed laborers

6arly retire'ents and older %or!ers

$'proving ,usto'er (ervice $ncreased e7pectation of service


29/40

What $s Cuality Manage'ent

20 $ntense focus on the custo'er

@0 ,oncern for continuous i'prove'ent

50 $'prove'ent in the


30/40

,hallenges and Opportunity for OB "cont-d#

$'proving people s!ills 6'po%ering people

(ti'ulating innovation and change

,oping %ith te'porariness

Wor!ing in net%or!ed organizations

/elping e'ployees balance %or!life conflicts

$'proving ethical behavior

Managing people during the %ar on terroris'


31/40

Basic OB Model& (tage $

E X H I B I T 1+*

ModelAn abstraction of reality

A si'plified representation of

so'e real%orld pheno'enon


32/40

The Dependent Hariables

x

y

Dependent HariableA response that is affected by an independent variable "%hat

organizational behavior researchers try to understand#


33/40

The Dependent Hariables "cont-d#

*roductivity

A perormance measure thatincludes eectiveness and eciency

6ffectiveness

Achieve'ent of goals

6fficiency

Meeting goals at a lo% cost


34/40


Absenteeis'

The failure to report to %or!

Turnover

The voluntary and

involuntary per'anent

%ithdra%al fro' an

organization


35/40


Deviant Wor!place Behavior

Holuntary behavior that violates

significant organizational nor's and

thereby threatens the %ellbeing of theorganization andor any of its 'e'bers


36/40


Organizational ,itizenship Behavior

"O,B#

Discretionary behavior that is not

part of an e'ployee-s for'al ;ob

re


37/40


Iob (atisfaction

A general attitude "not a behavior# to%ard one-s ;ob= a

positive feeling of one9s ;ob resulting fro' an evaluation of

its characteristics


38/40

The $ndependent Hariables

$ndependentHariables ,an Be

$ndividual+evel

Hariables

Organization

(yste'+evel

Hariables

Group+evel

Hariables

$ndependent Hariable

The presu'ed cause of so'e change in the dependent

variable= 'a;or deter'inants of a dependent variable


39/40

0asic -0

odel, 'tage

22

E X H I B I T 1+,


40/40

Than!s

Documents

Organistional Behavior