Organizational Behavior
People, Processes, Structures
Pfeffer’s 7 People-Centered Practices
 Job security (to eliminate fear of layoffs).
 Careful hiring (emphasizing a good fit with the company
culture).
 Power to the people (via decentralization and self-managed
teams).
 Generous pay for performance.
 Lots of training.
 Less emphasis on status (to build a “we” feeling).
 Trust building (through the sharing of critical information).
Organizational Behavior
Skills Exhibited by an
Effective Manager
1. Clarifies goals and objectives for everyone
involved
2. Encourages participation, upward
communication,
and suggestions
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to
answer organization-related questions
5. Facilitates work through team building,
training, coaching and support
6. Provides feedback honestly and
constructively
Organizational Behavior
Skills Exhibited by an
Effective Manager
7. Keeps things moving by relying on schedules,
deadlines, and helpful reminders
8. Controls details without being over-bearing
9. Applies reasonable pressure for goal
accomplishment
10. Empowers and delegates key duties to others
while maintaining goal clarity and commitment
11. Recognizes good performance with rewards and
positive reinforcement
Organizational Behavior
Ethics at Work
Key Issues:
1. What about loyalty and commitment to
the organization in the age of “Me, Inc.?”
2. Under the new employment
contract, what do you owe
the company and what does
the company owe you?
Organizational Behavior
Evolution of the 21st-Century Manager
Past Managers
Order giver, privileged
elite, manipulator,
controller
Future Managers
Facilitator, team
member, teacher,
advocate, sponsor
Learning &
long
Knowledge
Periodic learning, narrow
Continuous life-
specialist
learning, generalist
with multiple
specialties
Compensation
Criteria
Time, effort, rank
Skills, results
Cultural Orientation
Mono-cultural,
monolingual
Multicultural,
multilingual
Primary Role
Organizational Behavior
Evolution of the 21st-Century Manager
Past Managers
Formal authority
Future Managers
Knowledge (technical
interpersonal)
View of People
Potential problem
Primary resource
Primary
Communications
Pattern
Vertical
Multidirectional
Decision-Making
Style
Limited input for
individual decisions
Broad-based input for
joint decisions
Ethical
Considerations
Afterthought
Forethought
Primary Source of
Influence
Organizational Behavior
Evolution of the 21st-Century Manager
(continued)
Past Managers
Future Managers
Nature of Interpersonal
Relationships
Competitive
(win-lose)
Cooperative
(win- win)
Handling of Power
and Key
Information
Hoard
Share
Approach to
Change
Resist
Facilitate
Organizational Behavior
Learning About OB Through
Theory, Research, and Practice
Research
Theory
Most complete
information for
better
understanding
and managing
organizational
behavior
Practice
Organizational Behavior
Learning About OB From Theory
A good theoretical model:
Defines key terms.
Constructs a conceptual framework that
explains how important factors are interrelated.
(Graphic models.)
Provides a departure point for research and
practical application.
Organizational Behavior
Learning About OB From Research
Five Sources of OB Research Insights (a
Priority Listing):
Meta-analyses
Field studies
Laboratory studies
Sample surveys
Case studies
Organizational Behavior
Three Uses Of OB Research Findings
Instrumental Use (Direct practical application)
Conceptual Use (General conceptual enlightenment)
Symbolic Use (Verify or legitimize existing positions)
A Topical Model for What Lies Ahead
Organizational Behavior
External Environment (Cultural Context)
Organization (Structure, Culture, Change)
Understanding
and managing
individual
behavior
Managers responsible
for achieving
organizational
results with and
through others
Understanding
and managing
group and
social
processes
Understanding
and managing
organizational
processes and
problems
Organizational
effectiveness
through
continuous
improvement
Organizational Behavior
Chapter 1 Key Issues
•
•
•
•
What is OB?
What is the contingency approach to management?
Levels of analysis: individual, group, organizational
What is managing and why is managing in the US
different than managing in another country, such as
Germany?
• Perspectives of effectiveness: individual, group, and
organizational; what are causes? How do managers
contribute to effectiveness?
• Compare goal, systems, and multiple-constituency
approaches to effectiveness
Organizational Behavior
Organizational Culture
“The set of shared, taken-for-granted
implicit assumptions that a group holds
and that determines how it perceives,
thinks about, and reacts to its various
environments.”
- Edgar Schein
Organizational Behavior
Embedding Organizational Culture
• Formal statements of organizational philosophy,
mission, vision, values, and materials used for
recruiting, selection and socialization
• The design of physical space, work environments, and
buildings
• Slogans, language, acronyms, and sayings
• Deliberate role modeling, training programs, teaching
and coaching by managers and supervisors
• Explicit rewards, status symbols (e.g., titles), and
promotion criteria
• Stories, legends, and myths about key people and
events
Organizational Behavior
Embedding Organizational Culture
(Continued)
 The organizational activities, processes, or outcomes
that leaders pay attention to, measure, and control
 Leader reactions to critical incidents and organizational
crises
 The workflow and organizational structure
 Organizational systems and procedures
 Organizational goals and the associated criteria used
for recruitment, selection, development, promotion,
layoffs, and retirement of people
Organizational Behavior
SCHEIN’S THREE LAYER
ORGANIZATIONAL MODEL
Examples of cultural
attributes
Documents
Physical layouts
Furnishings
Language
Jargon
Work ethics
Commitment
Helping others
Management equity
Competency counts
Artifacts &
creations
Visible but often
not decipherable
Values
Greater level of
awareness
Basic
assumptions
Taken for granted
Organizational Behavior
Cooke & Colleagues’ Model
Shared Norms and Behavioral Expectations
Constructive
Cultural Styles
PassiveDefensive
Cultural Styles
AggressiveDefensive
Cultural Styles
SelfActualizing
Approval
Oppositional
Affiliative
Conventional
Power
Humanistic
Dependent
Competitive
Achievement
Avoidance
Perfectionistic
Organizational Behavior
Types of Organizational Culture
Type of
Culture
Normative
Belief
Characteristics
Constructive
Achievement
Goal and achievement oriented
Constructive
Self-actualizing
Value self-development
and creativity
Constructive
Humanisticencouraging
Participative, employee
centered, and supportive
Constructive
Affiliative
High priority on constructive
interpersonal relationships, and
focus on work group
satisfaction
Organizational Behavior
Types of Organizational Culture (continued)
Type of
Culture
Normative
Belief
AggressiveDefensive
Oppositional
Confrontation and negativism
rewarded
AggressiveDefensive
Power
Non-participative, take charge of
subordinates, and responsive to
superiors
AggressiveDefensive
Competitive
Winning is values and a win-lose
approach is used
AggressiveDefensive
Perfectionist
Perfectionist, persistent, and
hard working
Characteristics
Organizational Behavior
Types of Organizational Culture (continued)
Type of
Culture
Normative
Belief
Characteristics
PassiveDefensive
Approval
Avoid conflict, strive to be liked
by others, and approval oriented
PassiveDefensive
Conventional
Conservative, bureaucratic, and
people follow the rules
PassiveDefensive
Dependent
Nonparticipative, centralized
decision making, and employees
do what they are told
PassiveDefensive
Avoidance
Negative reward system and
avoid accountability
Organizational Behavior
Outcomes of Culture
Constructive Cultures
associated with:
 Satisfaction
 Role clarity
 Empowerment
 Retention
 Performance
 Stability
 Organizational Identity
 Share core values
Defensive Cultures
associated with:
 Turnover
 Role ambiguity
 Dissatisfaction
 Poor morale
 Resistance
What is your department and organization culture?
How do you change the culture?
Organizational Behavior
Developing an Adaptive Culture
Early business leaders create an implement a business vision
and strategy that fits the business environment well.
Firm succeeds.
Business leaders emphasize the importance of
constituencies and leadership in creating the success.
A strong culture emerges with a core that emphasizes service to customers,
stockholders, and employees, as well as the importance of leadership.
Subsequent top managers work to preserve the
adaptive core of the culture.
They demonstrate greater commitment to its
basic principles than any specific business
strategy or practice.
Organizational Behavior
A Model of Organizational Socialization
Phases
1. Anticipatory
socialization
Learning that occurs
prior to joining the
organization
Fit Person to Culture
Acquire Information
Perceptual and Social
Processes
• Anticipating realities
about the organization
and the new job
• Anticipating organization’s
need for one’s skills
and abilities
• Anticipating organization’s
sensitivity to one’s needs
and values
Organizational Behavior
A Model of Organizational Socialization
(cont.)
Phases
2. Encounter
Values, skills and attitudes
start to shift as new recruit
discovers what the
organization is truly like
Gain on the job experience
Perceptual and Social
Processes
• Managing lifestyleversus-work conflicts
• Managing intergroup role
conflicts
• Seeking role definition and
clarity
• Becoming familiar with
task and group dynamics
Organizational Behavior
A Model of Organizational Socialization
(cont.)
Phases
3. Change and acquisition
Recruit masters skills and
roles and adjusts to work
group’s values and norms
Perceptual and Social
Processes
• Competing role demands
are resolved
• Critical tasks are
mastered
• Group norms and values
are internalized
•Reward and recognize
Organizational Behavior
A Model of Organizational Socialization (continued)
Outsider
1. Anticipatory socialization
Phases
2. Encounter
3. Change and acquisition
Behavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates
and cooperates
Socialized
Insider –
Congruence
Affective Outcomes
• Generally satisfied
• Internally motivated to
work
• High job involvement
Organizational Behavior
Socialization & Culture
• Anticipatory socialization – realism and congruence;
selection and placement programs focus on objective
aspects of job and organization. Career paths – lateral
and downward.
• Accommodation socialization – orientation programs,
training programs, performance evaluations,
challenging work, demanding and fair supervisors
• Role management socialization – satisfaction and
turnover are related to socialization. Must consistently
and fairly handle conflicts, flexible work assignments,
person-oriented managers.
Organizational Behavior
Mentoring
The process of forming and maintaining an intensive and lasting
developmental relationship between a senior person (the mentor)
and a junior person.
Functions of Mentoring
 Career Functions
- Sponsorship
- Exposure and visibility
- Coaching
- Protection
- Challenging assignments
 Psychosocial Functions
- Role modeling
- Acceptance and confirmation
- Counseling
- Friendship
Organizational Behavior
Phases of the Mentor Relationship
Phase
Initiation
Cultivation
Definition
A period of six months to a year during which time
the relationship gets started and begins to have
importance for both managers.
A period of two to five years during which time the
range of career and psychosocial functions provided
expand to a maximum.
Separation
A period of six months to two years after a significant
change in the structural role relationship and/or in
the emotional experience of the relationship.
Redefinition
An indefinite period after the separation phase,
during which time the relationship is ended or takes
on significantly different characteristics, making it a
more peerlike friendship.
Organizational Behavior
A Model of Ethical Behavior in the Workplace
Cultural Influences
- Family
- Education
-Religion
- Media/entertainment
Organizational Influences
- Ethical codes
- Organizational culture
- Role models
- Perceived pressure for results
- Rewards/punishment system
Political/legal/
economic
influences
Individual
- Personality
- Values
- Moral
principles
- History of
reinforcement
- Gender
Ethical
behavior
Organizational Behavior
The Four Layers of Diversity
Functional Level/
Classification
Geographic Location
Mgmt.
Status
Marital
Status
Parental
Status
Age
Income
Work
Content/
Field
Personal
Habits
Race
Personality
Appearance
Union
Affiliation
Sexual
Orientation
Ethnicity
Work
Experience
Physical
Ability
Recreational
Habits
Division/
Dept./
Unit/
Group
Religion
Educational
Background
Work
Location
Seniority
Source: L Gardenswartz and A Rowe, Diverse Teams
at Work: Capitalizing on the Power of Diversity (New
York: McGraw-Hill, 1994), p. 33
Organizational Behavior
Workforce Demographics
Percent Entrants
1996-2006
Percent Leavers
1996-2006
Total
Men
Women
100
50.4
49.6
100
55.9
44.1
White
Non-Hispanic
61.0
68.5
African-American
15.6
20.2
Hispanic
14.9
5.2
Asian and Other
Races
8.4
6.1
Organizational Behavior
Implications of Increasing Diversity
1 Progressive human resource programs needed to attract and
retain the best workers
2 Educational mismatches create lack of skilled entry-level
workers and underemployed college graduates
3 Organizations contribute resources to resolving educational
problems in the U.S.
4 Career plateaus increases for
younger workers
5 Managerial initiatives are needed to
adapt to an aging workforce
Organizational Behavior
Potential* Competitive Advantages
of Managing Diversity
•
•
•
•
•
Lower Costs and Improved Employee Attitudes
Improved Recruiting Efforts
Increased Sales and Market Share
Increased Creativity and Innovation
Increased Group Problem-Solving and Productivity
*Note that these advantages depend on other factors
Organizational Behavior
Specific Diversity Initiatives
• Accountability Practices
• Development Practices
• Recruitment Practices
- Pertain to treating diverse
employees fairly
- Create administrative procedures
aimed at integrating diverse
employees into management ranks
- Pertain to preparing diverse
employees for greater responsibility
and advancement
- Training programs, networks and
support groups, and mentoring
are frequently used
- Pertain to attracting qualified
diverse employees at all levels
Organizational Behavior
Barriers and Challenges to Managing
Diversity









Inaccurate stereotypes and prejudice
Ethnocentrism
Poor career planning
Unsupportive and hostile work environment
Lack of political savvy by diverse workers
Balancing career and family issues
Fears of reverse discrimination
Diversity not seen as a priority
Outdated performance appraisal
and reward systems
 Resistance to change