Chapter 1
Introduction to
Organizational Behavior
1

OB studies what people do in an
organization and how that
behavior affects the performance
of the organization.
2

Effective manager vs. successful manager

Management duties
•
What managers do
•
Management roles
•
Management skills
3
Management functions

Planning

Organizing

Leading

Controlling
4
Management functions

Interpersonal roles

Informational roles

Decisional roles
5
Management skills

Technical skills

Human skills

Conceptual skills
6
7
Goals of Organizational
Behavior
Explain, predict, and
 control human behavior

8
The field of OB seeks to replace
intuitive explanations with
systematic study
9
What
other knowledge
help us understand OB?
10
Contributing Disciplines
Psychology seeks to
measure,explain,
and change
behavior
Sociology studies
people in relation to their
fellow human beings
Social psychology
focuses on the
influence of people
on one another
Anthropology is the
study of societies
to learn about human
beings and their activities
Political science is the
study of the
behavior of individuals
and groups within
a political environment
11
OB Model
12
Dependent variable

Things which will be affected by OB
•
•
•
Productivity
•
What factors influence the effectiveness and
efficiency of individuals
Absenteeism
•
•
Absenteeism is not all bad
Having too high employee absent rate will affect
productivity
Turnover
•
•
Not all turnover is bad
High turnover rate…in some degree affect
productivity, particularly 4 the hospitality inducstry
13
• Organizational citizenship behavior (OCB)
• No one will want to pick up the slack
• No one would want to walk extra miles to achieve
the goals.
• Job satisfaction
• Unhappy employees…what else can you say?
14
Organizational citizenship



Discretionary behavior
Not part of an employee's formal job
requirements
Promotes the effective functioning of the
organization
15
Examples of Organizational
Citizenship




Helping others on one's work team
Volunteering for extra job activities
Avoiding unnecessary conflicts
Making constructive statements about
one's work group and the overall
organization
16
Independent variables

Individual variables
•
•


Age, gender, personality, emotion, values, attitude,
ability
Perception, individual decision making, learning, and
motivation
Group variables
•
Norm, communication, leadership, power, politics
Organization system variables
•
Organizational culture, HR practices
17
Challenges and
Opportunities for OB
18




Typical employee is getting older
More women and minorities in the workplace
Global competition is requiring employees to
become more flexible
Historical loyalty-bonds that held many
employees to their employers are being
severed
19
Responding to Globalization




Increased Foreign Assignments
Working with People from Different
Cultures
Coping with Anti-Capitalism Backlash
Overseeing Movement of Jobs to
Countries with Low-cost Labor
20
Managing Diversity
Workforce diversity organizations are
becoming a more
heterogeneous mix of
people in terms of gender,
age, race, ethnicity, and
sexual orientation
21
Diversity Implications

Managers have to shift their philosophy
from treating everyone alike to
recognizing differences and responding
to those differences in ways that ensure
employee retention and greater
productivity.
22
OB Insights





Improving People Skills
Improving Customer Service
Empowering People
Working in Networked Organizations
Stimulating Innovation and Change
23
OB Insights




Coping with “Temporariness”
Helping Employees Balance Work/Life
Conflicts
Declining Employee Loyalty
Improving Ethical Behavior
24