Robbins & Judge
Organizational Behavior
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Robbins & Judge
Organizational Behavior
Video lecturess
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Chapter Learning Objectives
After studying this chapter you should be able to:
– Demonstrate the importance of interpersonal skills in
the workplace.
– Describe the manager’ s functions, roles, and skills.
– Define organizational behavior (OB).
– Show the value to OB of systematic study.
– Identify the major behavioral science disciplines that
contribute to OB.
– Demonstrate why few absolutes apply to OB.
– Identify the challenges and opportunities managers
have in applying OB concepts.
– Compare the three levels of analysis in this book’ s OB
model.
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The Importance of Interpersonal Skills
Understanding OB helps determine manager’ s effectiveness
– Technical and quantitative skills are important
– But leadership and communication skills are CRITICAL
Organizational benefits of managers having interpersonal skills
– Lower turnover (the rate at which employees leave a workforce
and are replaced) of quality employees
– Higher quality applications for recruitment
– Better financial performance
(Interpersonal skills: The ability to communicate or interact well with other people.
Quantitative skills: These are the skills that involve using or manipulating numbers. It is the
ability to reason using numbers.)
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What Managers Do
Management Activities:
– Make decisions
– Allocate resources
– Direct activities of others to attain goals
Work in an
– A consciously (with clear intent) coordinated (synchronized,
inter-related) social unit composed of two or more people that
functions on a relatively continuous basis to achieve a
common goal or set of goals.
– (Manager: An individual who achieves goals through other
people)
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Management Functions
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Management Functions (cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
Management Functions (cont’d)
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.
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting the
most effective communication channels,
and resolving conflicts.
Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
Mintzberg’s Managerial Roles
Discovered ten managerial roles
Separated into three groups:
– Interpersonal
– Informational
– Decisional
E X H I B I T 1–1
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Mintzberg’s Managerial Roles:
Interpersonal
Adapted from
by H. Mintzberg. Copyright © 1973 by
H. Mintzberg. Reprinted by permission of Pearson Education.
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Mintzberg’s Managerial Roles:
Informational
Adapted from
by H. Mintzberg. Copyright © 1973 by
H. Mintzberg. Reprinted by permission of Pearson Education.
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Mintzberg’s Managerial Roles: Decisional
Adapted from
by H. Mintzberg. Copyright © 1973 by
H. Mintzberg. Reprinted by permission of Pearson Education.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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Essential Management Skills
Still another way of considering what managers do is to look at the skills
or competencies they need to achieve their goals. Researchers have
identified a number of skills that differentiate effective from ineffective
managers.
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 and problems
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Luthans’ Study of Managerial Activities
Found in managers Four types of managerial activities:
– Traditional Management
• Decision making, planning, and controlling
– Communication
• Exchanging routine information and processing paperwork
– Human Resource Management
• Motivating, disciplining, managing conflict, staffing and
training
– Networking
• Socializing, politicking, and interacting with others
Politicking: the activity of trying to persuade or even force
others to vote for a particular political party or candidate
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Successful vs. Effective Allocation by
Time
Managers who promoted faster (were successful) did
different things than did effective managers (those who did
their jobs well)
E X H I B I T 1–2
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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.
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Intuition and Systematic Study
Intuition: instinct, sixth sense, gut feeling,
Gut feeling: a feeling or reaction based on an instinctive emotional response rather than considered thought
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An Outgrowth of Systematic Study…
Evidence-Based Management (EBM)
Basing managerial decisions on the best available
scientific evidence
EBM complements systematic study by basing managerial decisions on the best available scientific evidence
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Managers Should Use All Three
Approaches
– Jack Welsh
Intuition is often based on inaccurate information
Faddism is prevalent in management
– a tendency to like a style, activity, or interest for a very
short period of time.
Systematic study can be time consuming
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Contributing Disciplines
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior
See E X H I B I T 1–3 for details
Anthropology: the study of human societies and cultures and their development.
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Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.
Unit of Analysis:
– Individual
Contributions to OB:
– Learning, motivation, personality, emotions, perception
– Training, leadership effectiveness, job satisfaction
– Individual decision making, performance appraisal
attitude measurement
– Employee selection, work design, and work stress
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Social Psychology
An area within psychology that blends (mixes) concepts
from psychology and sociology and that focuses on the
influence of people on one another.
Unit of Analysis:
– Group
Contributions to OB:
–
–
–
–
–
Behavioral change
Attitude change
Communication
Group processes
Group decision making
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Sociology
The study of people in relation to their fellow human
beings.
Unit of Analysis:
-- Organizational System
-- Group
Contributions to OB:
–
–
–
–
–
–
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behavior
–
–
–
–
Formal organization theory
Organizational technology
Organizational change
Organizational culture
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Anthropology
The study of societies to learn about human beings and
their activities.
Unit of Analysis:
-- Organizational System
-- Group
Contributions to OB:
– Organizational culture
– Organizational environment
– Comparative values
– Comparative attitudes
– Cross-cultural analysis
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Few Absolutes in OB
Situational factors that make the main relationship
between two variables change— e.g., the relationship
may hold for one condition but not another.
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Up yours!: an exclamation expressing contemptuous defiance or rejection of someone.
There Are Few Absolutes in OB
Contingency variables: "It Depends!!!"
Situational factors that make the main
relationship between two variables change---e.g.,
the relationship may hold for one condition but
not another.
In Country 1
May be related to
In Country 2
May NOT be related to
Challenges and Opportunities for OB
Improving Quality and Productivity
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with “ Temporariness”
Working in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior
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Responding to Economic Pressures
What do you do during difficult
economic times?
– Effective management is
critical during hard economic
times.
– Managers need to handle
difficult activities such as
firing employees, motivating
employees to do more with
less and working through the
stress employees feel when
they are worrying about their
future.
– OB focuses on issues such as
stress, decision making, and
coping during difficult times.
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Responding to Globalization
Increased foreign
assignments
Working with people from
different cultures
Overseeing movement of
jobs to countries with
low-cost labor
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Managing Workforce Diversity
workforce diversity
– Embracing diversity
– Changing management philosophy
– Recognizing and responding to differences
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Challenges and Opportunities for
OB (cont’d)
Improving Quality and Productivity
– Quality management (QM)
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
What Is Quality Management?
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.
E X H I B I T 1–6
Challenges and Opportunity for OB (cont’
d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
Developing an OB Model
A
is an abstraction of reality – a simplified
representation of some real-world phenomenon.
Our OB model has three levels of analysis
– Each level is constructed on the prior level
E X H I B I T 1-4
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
Hall
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The Dependent Variables
Dependent variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand).
Types of Study Variables
Independent (X)
Dependent (Y)
– The presumed cause of the
change in the dependent
variable (Y).
– This is the variable that OB
researchers manipulate to
observe the changes in Y.
– This is the response to X
(the independent variable).
– It is what the OB
researchers want to predict
or explain.
– The
variable!
By seeing how X impacts Y we will be able to better predict behavior.
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Interesting OB Dependent Variables
Productivity
– Transforming inputs to outputs at lowest cost. Includes
the concepts of effectiveness (achievement of goals)
and efficiency (meeting goals at a low cost).
Absenteeism
– Failure to report to work – a huge cost to employers.
Turnover
– Voluntary and involuntary permanent withdrawal from
an organization.
Deviant Workplace Behavior
– Voluntary behavior that violates significant
organizational norms and thereby threatens the
well-being of the organization and/or any of its
members.
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More Interesting OB Dependent Variables
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.
Job Satisfaction
– A general attitude (not a behavior) toward one’ s job; a
positive feeling of one's job resulting from an evaluation
of its characteristics.
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The Independent Variables
Independent variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable.
Inde pend ent
V ari ab les C an Be
Individual-Level
Variables
Group-Level
Variables
Organization
System-Level
Variables
The Independent Variables
Individual
– Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning, and individual decision making
Group
– Communication, group decision making, leadership and
trust, group structure, conflict, power and politics, and
work teams
Organization System
– Organizational culture, human resource policies and
practices, and organizational structure and design
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OB Model
Dependent
Variables (Y)
Independent
Variables (X)
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Summary and Managerial Implications
Managers need to develop their interpersonal skills to be
effective.
OB focuses on how to improve factors that make
organizations more effective.
The best predictions of behavior are made from a
combination of systematic study and intuition.
Situational variables moderate cause-and-effect
relationships, which is why OB theories are contingent.
There are many OB challenges and opportunities for
managers today.
The textbook is based on the contingent OB model.
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