MG 640 Organizational Behavior

Intro & Chapter 1

Trowbridge Philosophy

Trowbridge Role
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Students Role
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Knowledge Enthusiasm Leadership Coaching Fun & Entertaining =

Attentiveness Diligence Participation Performance Future Career Success

Method of Instruction
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Overview Class Outline Class Learning Objectives Lecture
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Background & Information Example or practice In class Activity and/or Video

Discussion Case or Questions

MG 640 Class Schedule
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See: Go to “Docushare” Click on courses Click on FL 07 Click on Management Click on MG 640

Five Sections of Instruction Introduction The Individual The Group The Organization System Organization Dynamics .

Chapter ONE What is Organizational Behavior? .

Describe what managers do.OBJECTIVES After studying this chapter. Define organizational behavior (OB). List the major challenges and opportunities for managers to use OB concepts. Explain the value of the systematic study of OB. 5. 3. LEARNING . 4. Identify the contributions made by major behavioral science disciplines to OB. you sho be able to: 1. 2.

What Managers Do Managers (or administrators) Individuals who achieve goals through other people. Managerial Activities Managerial Activities ••Make decisions Make decisions ••Allocate resources Allocate resources ••Direct activities of others Direct activities of others to attain goals to attain goals .

composed of two or more people. that functions on a relatively continuous basis to achieve a common goal or set of goals.Where Managers Work Organization A consciously coordinated social unit. .

Management Functions Planning Organizing Management Functions Controlling Leading .

. establishing strategy.Management Functions (cont’d) Planning A process that includes defining goals. and developing plans to coordinate activities.

who reports to whom. how the tasks are to be grouped. and where decisions are to be made. who is to do them.Management Functions (cont’d) Organizing Determining what tasks are to be done. .

Management Functions (cont’d) Leading A function that includes motivating employees. and resolving conflicts. directing others. selecting the most effective communication channels. .

.Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Reprinted by permission of Pearson Education. E X H I B I T 1–1 . Mintzberg. Copyright © 1973 by H. Mintzberg.Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H.

Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Reprinted by permission of Pearson Education. E X H I B I T 1–1 (cont’d) . Mintzberg. Copyright © 1973 by H.

E X H I B I T 1–1 (cont’d) . Mintzberg. Mintzberg.Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. Copyright © 1973 by H. Reprinted by permission of Pearson Education.

both individually and in groups. and motivate other people. Human skills The ability to work with. understand. Conceptual Skills The mental ability to analyze and diagnose complex situations. .Management Skills Technical skills The ability to apply specialized knowledge or expertise.

disciplining. Human resource management 1. disciplining. staffing. Traditional management 1. Networking • •Socializing. Communication 1.Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • •Decision making. planning. Motivating. Networking 1. managing conflict. staffing. politicking. and controlling Decision making. managing conflict. and controlling 1. Communication • •Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork 1. and interacting with others . and interacting with others Socializing. Human resource management • •Motivating. politicking. planning. and training and training 1.

Allocation of Activities by Time .

. and structure have on behavior within organizations. for the purpose of applying such knowledge toward improving an organization’s effectiveness. groups.Enter Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals.

Provides a means to predict behaviors. attempting to attribute causes and effects. . and drawing conclusions based on scientific evidence. Systematic study Looking at relationships.Intuition Complementing Intuition with Systematic Study “Gut” feelings about “why I do what I do” and “what makes others tick”.


and sometimes change the behavior of humans and other animals. E X H I B I T 1–3 (cont’d) . explain.Contributing Disciplines to Psychology the OB Field The science that seeks to measure.

Contributing Disciplines to the OB Field (cont’d) Sociology The study of people in relation to their fellow human beings. E X H I B I T 1–3 (cont’d) .

Contributing Disciplines to Socialthe OB Field (cont’d) Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. E X H I B I T 1–3 (cont’d) .

E X H I B I T 1–3 (cont’d) .Contributing Disciplines to the OB Field (cont’d) Anthropology The study of societies to learn about human beings and their activities.

In Country 1 x x May be related to y y In Country 2 May NOT be related to .g..Contingency variables: "It Depends!!!" There Are Few Absolutes in OB Situational factors that make the main relationship between two variables change---e. the relationship may hold for one condition but not another.

demographics Implications for managers   Managing Workforce Diversity    Recognizing and responding to differences . Embracing diversity Changing U.Challenges and Opportunities for OB  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 Managing people during the war on terror.S.

Major Workforce Diversity Categories Gender Disability Age Race Domestic Partners E X H I B I T 1–4 National Origin Non-Christian .

Challenges and Opportunities for OB (cont’d)  Improving Quality and Productivity   Quality management (QM) Process reengineering Changing work force demographics Fewer skilled laborers Early retirements and older workers Increased expectation of service quality Customer-responsive cultures  Responding to the Labor Shortage     Improving Customer Service   .

. Concern for continuous improvement. 2. Accurate measurement. 3. Empowerment of employees. Improvement in the quality of everything the organization does. Intense focus on the customer. E X H I B I T 1–6 4.What Is Quality Management? 1. 5.

        Challenges and Opportunity for OB Improving People(cont’d) Skills Empowering People Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior Managing People during the War on Terrorism .

A Downside to Empowerment? .

Basic OB Model. E X H I B I T 1-6 . Stage I Model An abstraction of reality. A simplified representation of some real-world phenomenon.

y x .Dependent variable The Dependent Variables A response that is affected by an independent variable (what organizational behavior researchers try to understand).

Efficiency Meeting goals at a low cost.The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency. . Effectiveness Achievement of goals.

Turnover The voluntary and involuntary permanent withdrawal from an organization. .The Dependent Variables (cont’d) Absenteeism The failure to report to work.

The Dependent Variables (cont’d) Deviant Workplace Behavior Voluntary behavior that violates significant organizational norms and thereby threatens the wellbeing of the organization and/or any of its members. .

The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements. but that nevertheless promotes the effective functioning of the organization. .

a positive feeling of one's job resulting from an evaluation of its characteristics.Job satisfaction The Dependent Variables (cont’d) A general attitude (not a behavior) toward one’s job. .

The Independent Variables Independent variable The presumed cause of some change in the dependent variable. Independent Variables Can Be Individual-Level Variables Group-Level Variables Organization System-Level Variables . major determinants of a dependent variable.

Basic OB Model. Stage II E X H I B I T 1-7 .

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