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Chapter # 1



            Organizational Behavior
      Importance of interpersonal skills:
                   Pre-1980:
  The business schools emphasized technical
education like: Economics, Accounting, Finance,
        And Quantitative techniques
Post 1980
• The business faculty was convinced that
  without realizing human behavior it is not
  possible to develop effective management
  practices and retaining of employees with the
  organization.
• Not doubt technical skill are necessary but
  they are not enough to succeed in
  management.
What managers do?
• Manager defined- the person gets things done
  through other people.
• Organization defined- Consciously coordinated
  social unit composed of two or more people to
  achieve some specific goal or set of goals.
1. What functions a manager performs in the
   organization?
2. What roles he plays in the organization?
3. What Skills he needs to do the above two?
4. What activities he execute?
Functions of the Management
Planning:
1. defining goals
2. establish strategy to achieve goals
3. integrate and coordinate activities
Organizing:
1. What tasks to be done
2. Who will to do them
3. How they are to be grouped
4. Who report to whom and
5. Where decisions are to be made
Functions of management continue
Leading:
1. Motivate employees
2. Direct activities of others
3. Resolving conflicts among members
Controlling:
1. Monitoring the organization’s performance
2. Comparing the actual performance and set goals
3. Identifying the deviations
4. Making corrections
Roles of the Management
• Interpersonal Roles:
1. Figurehead- routine duties of social and legal
   nature.
2. Leader- responsible for motivation and
   direction of employees.
3. Liaison- Maintaining network of outside
   contacts who provide favors and information.
Management roles continue
Informational Roles:
1. Monitor-nerve center of int-ext. info.
2. Disseminator-transmits info, to members of org.
3. Spokesman-to outsiders for plans, policies, actions and
    results

Decisional Roles:
1. Entrepreneur-searches opportunities & initiate change
2. Disturbance Handler-corrective actions to handle crisis
3. Resource Allocator-approves org- significant decisions
4. Negotiator-responsible to represent in major negotiations
Managerial Activities
1. Traditional:
      -decision making, planning and controlling.
2. Communication:
      -exchanging routine information and processing
      paperwork.
3. HRM:
      -motivating, disciplining, managing conflicts,
      staffing, and training.
4. Networking:
      -socializing, politicking and interacting with
      outsiders
Management skills
There are three skills needed for a manager to
be an effective manager:
1. Technical skills- ability to apply specialized
   knowledge or expertise
2. Human skills-ability to work with,
   understand, motivate both individuals and
   groups
3. Conceptual skills-mental ability to analyze
   and diagnose complex situations.
Definition of Organizational Behavior
• 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.
A Systematic Study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.

EBM – Evidence-based management.
Basing managerial decisions on the best available.
Intuition- a gut feeling not necessarily supported by
research i.e. “why I do what I do”
The trick, of course, is to know when to go with
your gut (Jack Welch).
Disciplines that Contribute to OB
1. Psychology: the science that seeks t measure,
   explain, and sometimes change the behavior
   of humans and other animals.
2. Social Psychology: an area of psychology that
   blends concepts from psychology and
   sociology, and that focuses on the influence
   of people on one another
Disciplines that Contribute to OB
               continued
3. Sociology: the study of people in relation to
     their social environment or culture.
4. Anthropology: the study of societies to learn
     about human beings and their activities.
Challenges & Opportunities of OB
• Responding to Globalization:
 the organizations are working across
boundaries of different nations, Japanese are in
US, Americans are working in China, Indians are
working Japan and Chinese are working in a
large number of countries.
The different challenges were emerged with the
advent of multinationalization like:
Challenges & Opportunities of OB
1. Increased Foreign Investment- international
   appointments and back home syndrome.

2.   Working with People from Different Cultures
     Change in life style, values, geography and
     religion shape them.
3.   Coping with Anti-capitalism.
4.    Low cost of labor in less developed countries.
5.   Managing People during time of terror
Managing Diversity
1.   Gender
2.   Race
3.   National Origin
4.   Age
5.   Disability
6.   Domestic Partner
7.   Religion
8.   Changing U.S. Demographics
9.   Implications- Human beings are not alike you
     have to treat who they are
Challenges & Opportunities of OB
1. Improving Quality and Productivity
2. Improving Customer Service
3. Improving People Skills
4. Stimulating Innovation and Change
5. Coping with “Temporariness”
6. Working in Networking
7. Working in Networked Organizations
8. Helping Employees Balance their work-life
   Conflicts
9. Creating a Positive Work Environment.
Dependent Variables in OB
      The dependent variable is an outcome as
the effect some (independent varialbes) other
factors. The scholars historically tended to
emphasize some dependent variables.
      In OB primary variables are: productivity,
absenteeism, turnover, and job satisfaction.
      Two more variables are added to OB
recently: deviant workplace behavior and
organizational citizenship behavior
Dependent Variables in OB (continued)
1. Productivity: A performance measure that
   includes effectiveness and efficiency.
2. Absenteeism: A failure to report to the work.
3. Turnover: Voluntary and involuntary permanent
   withdrawal from organization.
4. Deviant Workplace Behavior: Voluntary behavior
   that violates significant organizational norms
   and , in so doing, threatens the well-being of the
   organization or its members.
Dependent Variables in OB (continued)
5. 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.
6. Job Satisfaction: A positive feeling about one’s
      job resulting from an evaluation of its
      characteristics.
Independent Variables
 The presumed cause of some change in a
dependent variable. Independent variables are of
three types:
1. Individual-Level Variables: individual entering in
the organizations are like used cars—low mileage,
or well worn due to driven on rough roads- having
different biographical features: like age, gender,
marital status; Personality traits: like inherent
emotional framework, values and attitudes; and
basic ability levels.
Group-Level Variables
It is more than sum of the individual behaviors.
The behavior of the group is different from the
behavior when they are alone.
For example:
a). Acceptable standards of behavior.
b). The degree to which group members are
       attracted to each other.
Organization System-Level Variables
       System-level variables more than the sum of
the behavior of members of the organization.
1. Design of the Formal Organization
2. Internal culture of the organization
3. HRM policies and practices, that
   is, staffing, training and development
   programs, performance evaluation methods.
       All have impact on the dependent variables or
outcomes of employees, teams and the structure.

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Chapter 1 ob

  • 1. Chapter # 1 Organizational Behavior Importance of interpersonal skills: Pre-1980: The business schools emphasized technical education like: Economics, Accounting, Finance, And Quantitative techniques
  • 2. Post 1980 • The business faculty was convinced that without realizing human behavior it is not possible to develop effective management practices and retaining of employees with the organization. • Not doubt technical skill are necessary but they are not enough to succeed in management.
  • 3. What managers do? • Manager defined- the person gets things done through other people. • Organization defined- Consciously coordinated social unit composed of two or more people to achieve some specific goal or set of goals. 1. What functions a manager performs in the organization? 2. What roles he plays in the organization? 3. What Skills he needs to do the above two? 4. What activities he execute?
  • 4. Functions of the Management Planning: 1. defining goals 2. establish strategy to achieve goals 3. integrate and coordinate activities Organizing: 1. What tasks to be done 2. Who will to do them 3. How they are to be grouped 4. Who report to whom and 5. Where decisions are to be made
  • 5. Functions of management continue Leading: 1. Motivate employees 2. Direct activities of others 3. Resolving conflicts among members Controlling: 1. Monitoring the organization’s performance 2. Comparing the actual performance and set goals 3. Identifying the deviations 4. Making corrections
  • 6. Roles of the Management • Interpersonal Roles: 1. Figurehead- routine duties of social and legal nature. 2. Leader- responsible for motivation and direction of employees. 3. Liaison- Maintaining network of outside contacts who provide favors and information.
  • 7. Management roles continue Informational Roles: 1. Monitor-nerve center of int-ext. info. 2. Disseminator-transmits info, to members of org. 3. Spokesman-to outsiders for plans, policies, actions and results Decisional Roles: 1. Entrepreneur-searches opportunities & initiate change 2. Disturbance Handler-corrective actions to handle crisis 3. Resource Allocator-approves org- significant decisions 4. Negotiator-responsible to represent in major negotiations
  • 8. Managerial Activities 1. Traditional: -decision making, planning and controlling. 2. Communication: -exchanging routine information and processing paperwork. 3. HRM: -motivating, disciplining, managing conflicts, staffing, and training. 4. Networking: -socializing, politicking and interacting with outsiders
  • 9. Management skills There are three skills needed for a manager to be an effective manager: 1. Technical skills- ability to apply specialized knowledge or expertise 2. Human skills-ability to work with, understand, motivate both individuals and groups 3. Conceptual skills-mental ability to analyze and diagnose complex situations.
  • 10. Definition of Organizational Behavior • 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.
  • 11. A Systematic Study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. EBM – Evidence-based management. Basing managerial decisions on the best available. Intuition- a gut feeling not necessarily supported by research i.e. “why I do what I do” The trick, of course, is to know when to go with your gut (Jack Welch).
  • 12. Disciplines that Contribute to OB 1. Psychology: the science that seeks t measure, explain, and sometimes change the behavior of humans and other animals. 2. Social Psychology: an area of psychology that blends concepts from psychology and sociology, and that focuses on the influence of people on one another
  • 13. Disciplines that Contribute to OB continued 3. Sociology: the study of people in relation to their social environment or culture. 4. Anthropology: the study of societies to learn about human beings and their activities.
  • 14. Challenges & Opportunities of OB • Responding to Globalization: the organizations are working across boundaries of different nations, Japanese are in US, Americans are working in China, Indians are working Japan and Chinese are working in a large number of countries. The different challenges were emerged with the advent of multinationalization like:
  • 15. Challenges & Opportunities of OB 1. Increased Foreign Investment- international appointments and back home syndrome. 2. Working with People from Different Cultures Change in life style, values, geography and religion shape them. 3. Coping with Anti-capitalism. 4. Low cost of labor in less developed countries. 5. Managing People during time of terror
  • 16. Managing Diversity 1. Gender 2. Race 3. National Origin 4. Age 5. Disability 6. Domestic Partner 7. Religion 8. Changing U.S. Demographics 9. Implications- Human beings are not alike you have to treat who they are
  • 17. Challenges & Opportunities of OB 1. Improving Quality and Productivity 2. Improving Customer Service 3. Improving People Skills 4. Stimulating Innovation and Change 5. Coping with “Temporariness” 6. Working in Networking 7. Working in Networked Organizations 8. Helping Employees Balance their work-life Conflicts 9. Creating a Positive Work Environment.
  • 18. Dependent Variables in OB The dependent variable is an outcome as the effect some (independent varialbes) other factors. The scholars historically tended to emphasize some dependent variables. In OB primary variables are: productivity, absenteeism, turnover, and job satisfaction. Two more variables are added to OB recently: deviant workplace behavior and organizational citizenship behavior
  • 19. Dependent Variables in OB (continued) 1. Productivity: A performance measure that includes effectiveness and efficiency. 2. Absenteeism: A failure to report to the work. 3. Turnover: Voluntary and involuntary permanent withdrawal from organization. 4. Deviant Workplace Behavior: Voluntary behavior that violates significant organizational norms and , in so doing, threatens the well-being of the organization or its members.
  • 20. Dependent Variables in OB (continued) 5. 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. 6. Job Satisfaction: A positive feeling about one’s job resulting from an evaluation of its characteristics.
  • 21. Independent Variables The presumed cause of some change in a dependent variable. Independent variables are of three types: 1. Individual-Level Variables: individual entering in the organizations are like used cars—low mileage, or well worn due to driven on rough roads- having different biographical features: like age, gender, marital status; Personality traits: like inherent emotional framework, values and attitudes; and basic ability levels.
  • 22. Group-Level Variables It is more than sum of the individual behaviors. The behavior of the group is different from the behavior when they are alone. For example: a). Acceptable standards of behavior. b). The degree to which group members are attracted to each other.
  • 23. Organization System-Level Variables System-level variables more than the sum of the behavior of members of the organization. 1. Design of the Formal Organization 2. Internal culture of the organization 3. HRM policies and practices, that is, staffing, training and development programs, performance evaluation methods. All have impact on the dependent variables or outcomes of employees, teams and the structure.

Notas do Editor

  1. The stellar universe is not so difficult of comprehension as the real actions of other people---Marcel Proust
  2. Research recognizes the wages and fringe benefits are not main reasons that employees like their job and stay with organization but they are quality of job and supportiveness of work environment
  3. POS: An area of OB research that concerns how organizations develop human strength, foster vitality and resilience and unlock potential.