សូមស្វាគមន៍មកកាន់ឥរិយាបទអង្គភាពWelcome
to Organizational
Behavior
លំនំដ ើម
នន
ឥរិយាបថរបស់អង្គភាពINTRODUCTION
TO
ORGANIZATIONAL BEHAVIOR
អង្គភាពគឺជាអា?ី
What is organization?
• ការប្បមូលផ្តំននមនុសសដ លបានដ្ាើការរួមគ្នាដ ើមបីសំដរចបាននូវដគ្នលដៅជាបុគគលនងង្អង្គភាពមួ។
• A collection of people who work together
to achieve individual and organizational
goals.
ឥរិយាបទគឺជាអា?ី
What is behavior?
ឥរិយាបទ
Behavior
អាកបបកងរយា
ិ
Attitude
ទសសនៈ
Perception
តនមៃ
Value
ដតើអាីដៅជាមនុសសម្នាក់ដ លនំមកនូវជាមួ។គ្នត់
/
នង្ដៅដពលដ លដ្ាើការជាមួ។អង្គភាពមួ។
What a person bring with him/ her, when working with an organization
ឧទាហរណ៍:
-
ជំនញ Skills
-
ចំដណេះ ឹង្ Knowledge
-
វបប្ម៌ Culture
-
ទសសនៈ/ ឥរយាបថ Perception/behavior
-
ប្បាជាា Wisdom
-
បទពងដស្វ្មន៍ Experiences
-
ការទំនក់ទមនង្ Relationship
ឬ OR
- 4 hs = Head, Heart, Hand, Hope
។ល់ ឹង្អំពី UNDERSTAND
THE “BIG FIVE” FIVE PERSONALITY DIMENSIONS (វិស្វលភាព)
Dimension
People who score “high” on this dimension tend to be more
មនសងការ
ការប្បង្ត ប្ប។័ត,ា ភាពអាប្ស។័ នឹង្, ម្ននវនិ ។័ ខ្ៃនួ ឯង្
conscientiousness
Careful, dependable, self-disciplined
សថងរភាពអារមមណ៍
Emotional stability
សប្ម្នក, សុវតថងភាព, សងប់ស្វងត់
ភាពដបើកទូលា។បទពងដស្វ្ន៍
Openness to experience
សរីរាង្គវិញ្ញាណ, អាចបត់ដបនបាននចាប្បឌងត, ចង្់ ឹង្ចង្់ដ ើញ
ការប្ពមដប្ពៀង្
សុភាពរាបស្វរ, លអ-្មមជាតង, ការ។ល់ចងត្, ការដថ
Agreeableness
Courteous, good-natured, empathic, caring
អត្ចរិក Extroversion
Relaxed, secure, calm
Sensitive, flexible, creative, curious
ដចញ, ការពងភាកា, រសក់ទាក់, ដោលអេះអាង្ការោរខ្ៃួន
Outgoing, talkative, sociable, assertive
What is organizational Behavior
• ការសងកាននកត្ត្ដ លបេះោល់ ល់រដបៀបដ លបុគគលនងង្ជាប្កតមដ្ាើសកមមភាពដៅកាតង្អង្គការនងង្អង្គការរដបៀបដ្ៃើ។តបដៅនឹង្បរិយាកាសបស់ពួកដគ
The
study of factors that affect how individuals and groups act in organizations
and how organizations respond to their environment.
•
ឥរិយាបទអង្គភាពគឺជាប្ទពយសកមមពហុ-វិន័។: Organizational Behavior is a multi-
disciplinary assets:
- ចងត្វិទា, Psychology
- ប្គប់ប្គង្ Management,
- វិទាស្វប្សតសង្គម Social Science,
- នរវិទា Anthropology,
- ចងត្គរុដកាសលយនងង្អង្គភាព Organizational Psychology
- ការប្គប់ប្គង្្នធានមនុស (HRM) Human Resource Management
ំដណើរការការ។ល់ដ ញើ PERCEPTION PROCESS
គំរូនន ដំ ណើរការ។ល់ដ ញើ ដនេះ Model of the perception process
បរិយាកាស STIMULI ENVIRONMENTAL STIMULI
អារមមណ៍
ការស្វាប់
Feeling
Hearing
ការដ ើញ
Seeing
ឃានវិញ្ញាណ Smelling
ការស្វកលបង្
Testing
ការ។កចងត្ទុកដាក់ដ លបានដប្ជើសដរីស Selective
attention
Perceptual O.R.G and
interpretation
Emotions and behavior
The process of filtering
information received by
our sense.
( make sense of it )
KEY QUESTIONS
•
•
•
How OB benefits managers?
What skills needed for manager?
What are the key challenges for
manager, When learning about OB?
How OB benefits managers?
•
Helps managers to use the tools to
understand the complexity of the
behavior of an organization.
•
Have the capacity to manage changes
when necessary
What skills needed for
manager?
•
•
•
Conceptual
skills:
Analysing
and
diagnose a situation: Planning and
organizing need high level of conceptual
skills.
Human skills: Human skills: Ability to
work with, lead and control the behavior
and the ability to learn acquired skills
Technical skills
What are the key challenges for
manager, after learning OB?
•
•
•
•
•
•
•
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The changing social and cultural environment:
Age
Fairness & justice?
Gender
Flexibility?
Race
Decision making?
Ethnicity
&
Religion
Performance?
Sexual orientation,
Social economic background
Capacity disability
• 2. The evolving of global environment
• 3. Advancing information technology
• 4. Shifting work and employment
relationship.
Understanding and Managing
Organizational Behavior Requires
the study of:
Individual in
organization
Group &Team
Process
Organizational
Process
INDIVIDUAL DIFFERENCES:
Personality and Ability
Overview
• Each member of an organization has his
or her own style and ways of behaving.
• Effectively working with others requires an
understanding and appreciation of how
people differ from one another.
• Managers needs to understand individual
differences because they have an impact
on the feelings, thoughts, and behavior of
each member of an organization.
The Nature Of Personality
• Personality: Is the pattern of a way in which a
person feels, thinks, and behaves.
• Personality has been shown to influence career
choice, job satisfaction, stress, leadership, and
some aspects of job performance.
• People personalities can be described in variety
of way. Some people seems to be perfectionist,
can be critical, impatient, demanding, and
intense, always smile, have fun around, shy, and
quiet.
Determinants Of Personality:
Nature
Biological heritage
Personality
Nurture
Life experiences
The Big Five Model Of
Personality,
• Extraversion or Positive affectivity: The tendency to
experience positive emotional states and feel good
about oneself and the world around one; also called
positive affectivity.
• Extraverts: People high on extraversion scale-tend to
be sociable, affectionate, and friendly.
• Introverts: People low on extraversion scale- are less
likely to experience positive emotional state and have
fewer social interaction with other
Neuroticism:
• Neuroticism or Negative affectivity: The
tendency to experience negative emotional
states and view oneself and the world around
one negatively; also called negative affectivity.
Individuals who are high on neuroticism are more
likely to experience negative moods at work, feel
stressed and emotion, and generally have a
negative orientation toward the work situations.
Agreeableness
• Agreeableness: Is the trait that captures the
distinction between individuals who get along
well with other people and those who do not.
• Likeability in general and the ability to care for
other and to be affectionate characterize
individuals who are high on agreeableness.
• Individuals low on agreeableness are
antagonistic, mistrustful, unsympathetic,
uncooperative, and rude.
Conscientiousness
• Conscientiousness: Is the extent to which an
individual is careful, scrupulous, and
persevering.
• Individuals high on conscientiousness are
organized and have a lot of self-discipline.
• Individuals low on conscientiousness may lack
direction and self-discipline.
Openness to Experience:
• Openness to experience: Is the captures the extent to which an
individual is open to a wide variety of stimuli, has broad interests,
and is willing to take risks ask opposed to being narrow-mined and
cautious.
• For jobs that change frequently, require innovation, or involve
considerable risk, individuals who are high on openness to
experience may have an advantage.
• Although openness to experience clearly is an advantage for
entrepreneurs and performing jobs that require innovation,
organizations also need people to perform jobs that do not allow
much opportunity for originality, and sometime afraid to take the risk
that employee high on openness to experience may thrive on.
Other Organizationally
Relevant Personality Traits
• Organizationally Relevant Personality
Traits:
•
•
•
•
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•
•
Locus of control
Self monitoring
Self Esteem
Type A and Type B personality
Need for achievement
Need for affiliation
Need for power
Locus of control
• External locus of control: Describes
people who believe that fate, luck, or
outside forces are responsible for what
happens to them. mnusSeCOelIe®Bgvasna
®Bhµlixit/kmµ-pl
• Internal locus of control: Describes
people who believe that ability, effort, or
their own actions determine what happens
to them. mnusSeCOelI®TwsßIxøÜn®tUvTIBwgxøÜn
Self-Monitoring ®Kb;®KgxøÜnÉg
• Self-monitoring is the extent to which people try to
control the way they present themselves to others.
• High self-monitors want their behavior to be socially
acceptable and are attuned to any social cues that signal
appropriate or inappropriate behavior.
• Low self-monitors are not particularly sensitive to cues
indicating acceptable behavior, nor are overly concerned
about behaving in a situationally appropriate manner,
guided by their own attitudes, beliefs, feeling and
principles and are not too concerned about what other
think of their behavior.
Self-Esteem eGaytémøxøÜnÉg
• Self-esteem is the extent to which people have
pride in themselves and their capabilities.
• Individuals with high self-esteem think they are
generally capable and worthy people who can
deal with most situations.
• Individuals with low self-esteem question their
self-own worth, doubt their capabilities, and are
apprehensive about their ability to succeed in
different endeavors.
Type A and Type B
personalities
• Type A: A person who has an intense
desire to achieve, is extremely
competitive, and has a strong sense of
urgency.
• Type B: A person who tends to be
easygoing and relaxed.
• Study found that “Type A managers
more likely to have conflicts with their
subordinates and with co-workers than
that of type B managers”
Needs for Achievement
®tUvkarPaBeCaKC½y
• Individual with a high needs for achievement
have a special desire to perform challenging
tasks well and to meet their own personal
standards for excellence.
• They like to be in situations in which they are
personally responsible for what happen, like to
set clear goals for themselves, are willing to take
personal responsibility for outcome, and like to
receive performance feedback.
Need for affiliation
®tUvkaresckþI®sT,aj;
• Individuals with a high need for affiliation are especially
concerned about establishing and maintaining good
relations with other people.
• They not only want to be liked by other but also want
everyone to get along with everyone else. They like
working in groups, tend to be sensitive to other people’s
feeling, and avoid taking actions that would result in
interpersonal conflict.
• But they are less effective in situations in which they
need to evaluate other because it may hard for them to
give negative feedback to a co-worker or subordinate- a
task that might disrupt interpersonal relations.
Need for power ®tUvkarGMNac
• Individuals with a high need for power have a strong
desire to exert emotional and behavioral control or
influence over others.
• These individuals are especially likely to be found in
managerial jobs and leadership positions, which required
one person to exert influence over others.
• Individuals with high need for power may actually be
more effective as leaders than those with low need for
power.
What combination of the needs for achievement,
affiliation, and power results in higher managerial
motivation and performance?
• Research suggests that “managers should
have a high need for achievement and
power. A high need for affiliation might not
necessarily be a good quality in managers
because they may try too hard to be liked
by their subordinates instead of trying to
lead them to higher performance”
Nature of Ability
Ability: the mental and physical
capacity of a person to do
something.
Two basic types of ability affect
performance:
1. Cognitive or mental ability and
2. Physical ability.
Types of Cognitive Ability
•
•
•
•
•
•
•
•
•
General Intelligence
Verbal ability:
Numerical ability: BUEkxagBiCKNitnigelx
Reasoning ability: BUEkxagehtupl
eKalkarN_edaH®saybBaða
Deductive ability:
BUEksnñidæanEp¥kelIkarGegátnigvaytémø
Ability to see relationships:
BUEkemIleXIjTMnak;TMngerOg2
Ability to remember: BUEkcgcaM
Spatial ability: BUEkkMNt;TItaMgkñúglMhr
Perceptual ability: BUEkqab;yl;dwg
Physical Ability : smtßPaBxagpøÚvkay
• Two types of physical abilities:
1.Motor: A motor skill is the ability to
physically manipulate objects in an
environment
2. Physical skills. A physical skill is a
person’s fitness and strengths.
Where do abilities come from
and how are they measured?
• Like personality, both cognitive ability and
physical ability are determined by nature
(of Biological Heritage) and nurture (life
experiences).
• General intelligence is determined by the
genes we inherit from our parents (nature)
and by situational factors (nurture)
The determinants of Cognitive
and Physical abilities
Nature
Biological heritage
Cognitive and
Physical abilities
Nurture
Education, practice
and exercise
Cognitive and physical abilities can
degenerate or become impaired because of
disease, drug, or alcohol abuse, excessive
level of stress, or fatigue. So it is important
to know what he/she is capable of doing,
and know why the abilities may become
impaired.
Emotional Intelligence:
bBaØaxagpøÚvGarmµN_
• Emotional Intelligence:
is the ability to understand and manage one’s
own feelings and emotions and the feelings and
the emotions of others.
• People differ in term of the extent to which they
know how they are feeling, why they feeling that
way, and their ability to manage those feelings.
Similarly, they differ in their ability to understand
what other people are feeling and why and their
ability to influence or manage the feelings of
other.
The management of ability in
organization
There are three fundamental ways to manage ability in organizations to
ensure that this match-up happens:
• Selection: Selecting individuals who have the abilities they need.
e®CIserIsmnusSeGay)an®twm®tUv
• Placement: Accurately match each employee to a job that will
capitalize on his or her abilities. dak;mnusSeFVIkareGaycMCMnaj
• Training: An effective means of enhancing and improving
employees’ abilities. pþl;karhVwkhVWneGay)an
sm®sbtamCMnajénkargar
We must trust in capacity of people whom you work with!!!