Organizational
Behavior 1
Prof. Luo, Fan
Management School,
Wuhan University of Technology
Email: sailluof@126.com
Introduction of the Teacher
1
Education
2
Positions
3
Research fields
4
Honors and Prizes
5
Projects
Management School, Wuhan University of Technology
Introduction of the Teacher
Education
Ph.D.， Wuhan University of Technology
Master, Wuhan University of Technology
Bachelor, Beijing University of Aeronautics and
Astronautics
Management School, Wuhan University of Technology
Introduction of the Teacher
Positions
Professor
Associate Chair, Department of Human
Resource Management
Director, Research Center of Early Warning
Management
Management School, Wuhan University of Technology
Introduction of the Teacher
Research fields
 Human Resource Development and Management
 Organizational Behavior and Change Management
 Risk and Crisis Management
Management School, Wuhan University of Technology
About the textbook
Stephen P. Robbins
Organizational Behavior
(14th Edition)
Tsinghua University Press, 2012
Management School, Wuhan University of Technology
Teaching Methods
1 Lecture
2. Group
Discussion
3. Team
Exercise
4
Presentation
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Role Playing
Methods of Assessment
20%
Attendance &
Presentation
30%
Team work
-Group
discussion
-case analysis
-role playing
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10%
Case
Homework
(Textbook)
40%
Individual
Paper-case
study in your
country
1. What is OB?
(1) What Managers Do ?
(2) Enter Organizational Behavior
(3) Contributing Disciplines to OB
(4) Challenges and Opportunities for OB
(5) Developing an OB Model
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Teaching Plan
 Objects
Help the students understanding the teaching
objects, contents, methods and requirements, so as to
enter Organizational Behavior.
 Teaching Emphases
Definitions of Organizational Behavior; Challenges
and Opportunities for OB
 Learning difficulty
Managerial Roles; Developing an OB Model
 Methods
Lecture; Case Discussion
1. What is OB?
(1) What Managers Do ?
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What Managers Do ?
Case: The captain and boat
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What Managers Do ?
Questions:
How would the boatswain do? Why?
What was the captain’s role?
What was the boatswain’s role?
What were their objects?
Were they the successful leaders?
How should the captain do?
How should the boatswain do?
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Management Functions
Organizing
Planning
Management
Functions
Leading
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Controlling
Management Roles
Henry Mintzberg’s Managerial Roles ：
Interpersonal Roles:
Figurehead, Leader, Liaison
Informational Roles:
Monitor, Disseminator, Spokesperson
Decisional Roles:
Entrepreneur, Disturbance handler,
Resource allocator, Negotiator
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Management Skills
Technical skills
技术技能
Human skills
人际技能
Conceptual skills
概念技能
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Managerial Activities
Successful managers
Traditional M
Effective managers
11%
13%
19%
48%
Social
Relations
Social
Relations
Social Relations
28%
Communication
26%
HRM
44%
11%
HRM
Communication
(2) Enter OB
OB is 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.
OB is the study of what people do in an
organization and how that behavior affects the
performance of the organization.
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Goals of OB
Description
-
Explanation
Prediction
Control
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www.themegallery.com
(3) Contributing Disciplines to OB
Psychology
Sociology
Social Psychology
Anthropology
Political Science
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Toward an OB Discipline
Behavioral
Science
Psychology
Sociology
Contribution
Learning
Motivation
Personality
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Job design
Work stress
Psychology
Anthropology
Science
Individual
Group
Behavioral change
Communication
Group decision making
Cross-cultural analysis
Organizational culture
Organizational environment
Political
Output
Group dynamics
Communication
Power
Conflict
Formal organization theory
Bureaucracy
Organization technology
Organizational change
Social
Unit of Analysis
Conflict
Intra-organizational politics
Power
Organizational
System
Study of
Organizational
Behavior
(4) Challenges & Opportunities
for OB
Improving Quality and Productivity
Improving People
Responding to Globalization
Managing Workforce Diversity
Empowering People
Management School, Wuhan University of Technology
Challenges & Opportunities for OB
Stimulating Innovation and Change
Helping Employees Balance Work/Life
Conflicts
Declining Employees Loyalty
Improving Ethical Behavior
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Globalization
Power of Human
Resources
Cultural
Diversity
Globalization
EmployerEmployee
Rapid
Change
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New
Psychological
Contract
Diversity
Women entering the workforce
People of color in the workforce
The aging workforce
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Diversity
The host of individual
difference that make people
different from and similar
to each other
 Dimensions Of Diversity
----Primary dimension diversity
Age, Gender, Race, Sexual
orientation
----Secondary dimension diversity
First language, Education,
Family status, Geographic
location, Income, Religion,
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(5) Developing an OB Model
Basic OB Model
Organization systems level
Text
Groups level
Text
Individual level
Text
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Two Basic Questions
How?
members
Organization
How?
Organization
members
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Primary variables
The independent
variables
The dependent
variables
 Individual-level
variables
 Productivity
 Turnover
 Group-level variables
 Absenteeism
 Organization-level
variables
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 Job satisfaction
The Individual Level in the OB Model
Biographical
Characteristics
Personality
Motivation
Values and
Attitudes
Ability
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Productivity
Perception
Individual
decision
making
Absence
Turnover
Learning
Satisfaction
The Group Level in the OB Model
Group
decision making
Leadership
Productivity
Absence
Group
Communication
Turnover
Other
Groups
Intergroup
relations
Conflict
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Satisfaction
Power and
Politics
The Organizational System Level
Human Resource
Policies and
Practices
Work
Stress
Productivity
Absence
Turnover
Organizational
Culture
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Organization
Structure
and Design
Satisfaction
Questions for Critical Thinking
Millions of workers have lost their jobs
because of downsizing. At the same time,
many organizations are complaining that
they cannot find qualified people to fill
vacancies.
Question:
How do you explain this apparent
contradiction?
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Team Exercise (P32-33)
Work Diversity
 Purpose
 To learn about the different needs of a diverse
workforce.
 Time Required
 Approximately 40 minutes.
 Participants and Roles
 Divide the class into six groups of
approximately equal size. Assign each group
one of the following roles.
The Roles
 Nancy is 28 years old. The divorced mother
of three children ages 3, 5, and 7, she is the
department head. She earns $40,000 per
year at her job and receives another $3,600
per year in child support from her exhusband.
 Ethel is a 72-year-old widow. She works 25
hours per week at an hourly wage of $8.50 to
supplement her $8,000 annual pension and
earns a total of $19,000 per year.
 John is a 34-year-old born in Trinidad who is
now a U.S. resident. He is married and the
father of two small children. John attends
college at night and is within a year of earning
his bachelor’s degree. His salary is $27,000
per year. His wife is an attorney and earns
approximately $50,000 per year.
 Lu is 26 years old and single with a master’s
degree in education. He is paralyzed and
confined to a wheelchair as a result of an auto
accident. He earns $32,000 per year.
 Maria is a single, 22-year-old woman born
and raised in Mexico. She came to the United
States only 3 months ago, and her English
needs considerable improvement. She earns
$20,000 per year.
 Mike is a 16-year-old high school sophomore
who works 15 hours per week after school
and during vacations. He earns $7.20 per
hour, or approximately $5,600 per year.
 The members of each group are to assume
the character consistent with their assigned
role.
Background
 The six participants work for a company that
has recently installed a flexible benefits
program.
 Instead of the traditional “one benefit
package fits all,” the company is allocating an
additional 25 percent of each employee’s
annual pay to be used for discretionary
benefits.
Those benefits and their annual cost
 Supplementary health care for employee:
Plan A (no deductible and pays 90 percent)=$3,000
Plan B ($200 deductible and pays 80 percent)
=$2,000
Plan C ($1,000 deductible and pays 70 percent) =
$500
 Supplementary health care for dependents (same
deductibles and percentages as above):
Plan A = $2,000
Plan B = $1,500
Plan C = $500
 Supplementary dental plan = $500
 Source: Life insurance:
Plan A ($25,000 coverage) = $500
Plan B ($50,000 coverage) = $1,000
Plan C ($100,000 coverage) = $2,000
Plan D ($250,000 coverage) = $3,000
 Mental health plan = $500
 Prepaid legal assistance = $300
 Vacation = 2 percent of annual pay for each week, up
to 6 weeks a year
 Pension at retirement equal to approximately 50
percent of final annual earnings = $1,500
 4-day workweek during the 3 summer months
(available only to full-time employees) = 4 percent
of annual pay
 Day care services (after company contribution) =
$2,000 for all of an employee’s children, regardless
of number
 Company-provided transportation to and from work =
$750
 College tuition reimbursement = $1,000
 Language class tuition reimbursement = $500
The Task
1. Each group has 15 minutes to develop a flexible
benefits package that consumes 25% of their
character’s pay.
2.Each group appoints a spokesperson who
describes to the entire class the benefits package.
3. Discusses the results.
Questions:
How did the needs, concerns, and problems of
each participant influence the group’s decision?
What do the results suggest for trying to
motivate a diverse workforce?
Management School, Wuhan University of Technology
Wuhan University of Technology
Email: sailluof@126.com