1. ORGANIZATIONAL
BEHAVIOUR
BY – DR. ANCHAL PATHAK
ASSISTANT PROFESSOR-SG
CORE HR/OB

2. UNIT I
INTRODUCTION & APPROACHES

4. After studying this chapter,
you should be able to:
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of
OB.
4. List the major challenges and opportunities for
managers to use OB concepts.
5. Identify the contributions made by major
behavioral science disciplines to OB.
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5. After studying this chapter,
you should be able to:
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach to
the study of OB.
8. Identify the three levels of analysis in this
book’s OB model.
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(cont’d)

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

7. 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.

8. Management
Functions
Planning Organizing
Leading
Controlling

9. Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

10. Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.

11. Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

12. Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

13. Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H.
Mintzberg. Reprinted by permission of Pearson Education.

14. Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H.
Mintzberg. Reprinted by permission of Pearson Education.

15. Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H.
Mintzberg. Reprinted by permission of Pearson Education.

16. Technical skills
The ability to apply specialized
knowledge or expertise.
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.

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

18. E X H I B I T
1–2
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real
Managers (Cambridge, MA: Ballinger, 1988).

19. Organizational behavior (OB)
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.

20. Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
Intuition
A feeling not necessarily supported by research.

21. The
Facts
Preconceived
Notions ≠

22. Toward an OB Discipline
E X H I B I T
1–3

23. Psychology
The science that seeks to measure, explain, and sometimes change
the behavior of humans and other animals.

24. Sociology
The study of people in relation to their fellow human beings.

25. Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.

26. Anthropology
The study of societies to learn about human beings and their
activities.

27. Political Science
The study of the behavior of individuals and groups
within a political environment.

28. Source: Drawing by Handelsman in The
New Yorker, Copyright © 1986 by the
New Yorker Magazine. Reprinted by
permission.

29. Contingency
Variables
x y
Contingency variables
Situational factors: variables that moderate
the relationship between two or more other
variables and improve the correlation.

30. CHALLENGES & OPPURTUNITIES OF
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 Workforce Diversity
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences

31. Domestic
Partners
Race
Non-Christian
National
Origin
Age
Disability
Gender

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

33. 1. Intense focus on the customer.
2. Concern for continuous improvement.
3. Improvement in the quality of everything the
organization does.
4. Accurate measurement.
5. Empowerment of employees.

34. IMPROVING QUALITY & PRODUCTIVITY
Quality management (QM)
The constant attainment of customer satisfaction through the continuous improvement
of all organizational processes.
Requires employees to rethink what they do and become more involved in workplace
decisions.
Process reengineering
Asks managers to reconsider how work would be done and their organization structured
if they were starting over.
Instead of making incremental changes in processes, reengineering involves evaluating
every process in terms of its contribution.

35. CHALLENGES & OPPUTUNIES FOR OB(Contd..
• Improving People Skills
• Empowering People
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work/Life Conflicts
• Improving Ethical Behavior

36. Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.

37. x
y
Dependent variable
A response that is affected by an independent variable.

38. Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective
output to the input
required to achieve it.

39. Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

40. 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.

41. Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.

42. Independent
Variables
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
Independent variable
The presumed cause of some change in the dependent
variable.

43. Basic OB
Model,
Stage II

44. Thank You