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1. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Chapter 1
What is Organizational
Behaviour?

2. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-2
Copyright © 2007 Pearson Education Canada
Chapter 1 Outline
• Defining Organizational Behaviour
• OB: Making Sense of Behaviour in
Organizations
• How Will Knowing OB Make a Difference?
• Today’s Challenges in the Canadian Workplace

3. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-3
Copyright © 2007 Pearson Education Canada
What Is Organizational Behaviour?
1. What is organizational behaviour?
2. Isn’t organizational behaviour common sense? Or
just like psychology?
3. How does knowing about organizational behaviour
make work and life more understandable?
4. What challenges do managers and employees face
in the workplace of the twenty-first century?

4. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Organizational Behaviour
• . . . a field of study that investigates
how individuals, groups and structure
affect and are affected by behaviour
within organizations, for the purpose of
applying such knowledge toward
improving an organization’s
effectiveness.

5. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-5
Copyright © 2007 Pearson Education Canada
Why Do We Study OB?
• To learn about yourself and others
• To understand how the many organizations you
encounter work.
• To become familiar with team work
• To help you think about the people issues faced by
managers and entrepreneurs

6. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
What is an 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
.

7. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Flexibility
Control
Mentor Innovator
BrokerFacilitator
Monitor Producer
Coordinator Director
InternalFocus
ExternalFocus
Roles and Skills in the New
Workplace

8. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
How Companies are Changing
“Cool” Companies
• Believe casual days are
progressive
• Believe titles are obsolete
• Don't impose on employees'
personal time
• Allow staff to come and go as
they please
• Offer all employees stock
options
• Let employees make decisions
that affect their work
• Offer assistance with childcare
• Have minimal bureaucracy (red
tape)
“Old” Companies
• Think casual Fridays are pitiful
• Charge employees for perks and
incentives
• Hold events on employee time
• Have flex time: but only
between 7:30 a.m. and 6:30 p.m.
• Hide financial results from their
employees
• Encourage employee input --
but rarely act on it
• Employ rigid hierarchies (chain
of command)
• Stop at “open door” policies

9. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-1 Challenges
Facing the Workplace
Workplace
Organizational Level
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village
Group Level
• Working with others
• Workforce diversity
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically

10. Today’s Challenges
in the Canadian Workplace
• Challenges at the Organizational Level
– Productivity
– Effectiveness
– Efficiency

11. Developing Effective Employees
Organizational Citizenship Behaviour (OCB)
– Discretionary behaviour that is not part of an
employee’s formal job requirements, but that
nevertheless promotes the effective functioning
of the organization.

12. Putting People First
• committed workforce and positively affects
the bottom line.
• “more control and say in their work.”
• How do you Put people first?

13. Global Competition
• In recent years, Canadian businesses have
faced tough international competition, as well
as from other companies within our borders.
• Reduce costs, increase productivity, and
improve quality.

14. Managing and Working in a
Multicultural World
• Managers and employees must become
capable of working with people from different
cultures:

15. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-4
The Layers of OB
The Organization
Negotiation
Conflict
Communication
Groups and teams
Power and politics
The Group
Emotions
Values and attitudes
Perception
Personality
Motivating self and others
The Individual
Change
Organizational culture
Decision making
Leadership
Groups and teams

16. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
How Will Knowing OB Make
a Difference?
• For Managers
• For Individuals

17. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 1-3
Toward an OB Discipline
Social psychology
Psychology
Behavioural
science
Contribution Unit of
analysis
Output
Anthropology
Sociology
Political science
Study of
Organizational
Behaviour
Organization
system
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture
Conflict
Intraorganizational politics
Power
Organizational culture
Organizational environment
Behavioural change
Attitude change
Communication
Group processes
Group decision making
Group
Comparative values
Comparative attitudes
Cross-cultural analysis
Individual

18. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
The Rigour of OB
• OB looks at consistencies
• OB is more than common sense
• OB has few absolutes
• OB takes a contingency approach

19. Exhibit 1-2
Research Methods in OB
Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th Edition, 2005, p. 4. Copyright © 2005 John Wiley & Sons, Inc. Reprinted
with the permission of John Wiley & Sons, Inc.

20. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Bottom Line: OB Is For
Everyone
• Organizational behaviour is not just for
managers.
• OB applies equally well to all situations in
which you interact with others: on the
basketball court, at the grocery store, in
school, or in church.

21. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
• OB is a field of study that investigates the
impact that individuals, groups, and structure
have on behaviour within an organization.
• OB focuses on improving productivity,
reducing absenteeism and turnover, and
increasing employee job satisfaction and
organizational commitment.
• OB uses systematic study to improve
predictions of behaviour.