Lim Sei Kee @ cK
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#1. Introduction
#4. Motivation
#7. Communication
#8. Leadership
#10. Group Behavior
#12. Organization Structure
#13. Organizational Culture
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A – MCQ
[20 marks]
B – Case Study
[20 marks]
C- Structured Questions [CHOOSE 3 out of 6]
[60 marks]
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MCQ
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1. Organizational behavior knowledge:
A. Originates mainly from models developed in
chemistry and other natural sciences
 B. Helps us to understand, predict and influence
the behaviors of others in organizational
settings
 C. Accurately predicts how anyone will behave in
any situation
 D. Is more appropriate for people who work in
computer science than in marketing
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1. Organizational behavior knowledge:
A. Originates mainly from models developed in
chemistry and other natural sciences
 B. Helps us to understand, predict and
influence the behaviors of others in
organizational settings
 C. Accurately predicts how anyone will behave in
any situation
 D. Is more appropriate for people who work in
computer science than in marketing
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2. Which of the following would be classified
by Herzberg as a hygiene factor?
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A. Company policy
B. Promotion
C. Achievement
D. Personal growth
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2. Which of the following would be classified
by Herzberg as a hygiene factor?
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A. Company policy
B. Promotion
C. Achievement
D. Personal growth
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3. Surveys, suggestion boxes, and employee
newsletters are considered to be
______________ types of communication.
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A. Downward
B. Grapevine
C. Lateral
D. Upward
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3. Surveys, suggestion boxes, and employee
newsletters are considered to be
______________ types of communication.
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A. Downward
B. Grapevine
C. Lateral
D. Upward
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4. If followers are unable and willing, Hersey
and Blanchard's situational leadership theory
suggests that managers exhibit
_____________.
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A. consideration
B. a laissez-faire style
C. a supportive and participative style
D. high task orientation
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4. If followers are unable and willing, Hersey
and Blanchard's situational leadership theory
suggests that managers exhibit
_____________.
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A. consideration
B. a laissez-faire style
C. a supportive and participative style
D. high task orientation
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5. Hospitals might have departments devoted
to research, patient care, accounting, and so
forth. This type of departmentalization is
called:
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A. Functional departmentalization
B. Process departmentalization
C. Service departmentalization
D. Product departmentalization
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5. Hospitals might have departments devoted
to research, patient care, accounting, and so
forth. This type of departmentalization is
called:
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A. Functional departmentalization
B. Process departmentalization
C. Service departmentalization
D. Product departmentalization
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CASE STUDY
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Structured Qs
Levels of Analysis.
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Individual level of analysis
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Group level of analysis
Basic OB Model
Organization
Systems Level
Group Level
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Organization level of
analysis
Individual
Level
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Organization Behavior - OB is the study of
human behavior in the workplace,
the
interaction between people and the
organization, and the organization itself.
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The goals of OB are to explain, predict, and
control behavior.
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Development of soft (interpersonal) skills
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Personal growth via insight into others
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Enhancement of individual and organizational
effectiveness
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Sharpening and refining common sense
(common sense is often wrong)
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Henry Mintzberg’s Managerial Roles:
 Interpersonal roles : Figurehead, Leader and
Liaison.
 Informational roles : Monitor, Disseminator and
Spokesperson.
 Decisional roles : Entrepreneur, Disturbance
handler, Resource allocator and Negotiator.
Motivation is the result of the interaction of the
individual and the situation.
Individuals differ in their basic motivational drive.
The level of motivation varies both between
individuals and within individuals at different times.
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The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a
goal – specifically, an organizational goal.
 Intensity – how hard a person tries
 Direction – effort that is channeled toward, and
consistent with, organizational goals
 Persistence – how long a person can maintain effort
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CAN IT BE DONE?
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Although pay is not the primary factor driving
job satisfaction, it is a motivator.
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Types of variable pay programs:
Piece-Rate Pay; Merit-Based Pay; Bonuses;
Profit-Sharing Plans; Gainsharing
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Abraham Maslow’s Hierarchy of Needs
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Physiological
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Security
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Social or affiliation
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Esteem
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Self-actualization
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The transference and understanding of meaning.
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Communication Functions:
 Control member behavior
 Foster motivation for what is to be done
 Provide a release for emotional expression
 Provide information needed to make decisions
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Body Movement
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Intonations and Voice Emphasis
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Facial Expressions
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Physical Distance between Sender and Receiver
Advantages ??
• Speed & feedback
 Response received in a minimal amount of time
 If unsure, rapid feedback allows for early detection
by sender
 encouraging
morale among organizational
employees.
 best used to transfer private and confidential
information/matter
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Filtering
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Selective perception
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Information overload
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Emotions
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Language
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Communication Apprehension
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Who are leaders?
Persons with managerial and personal power
who can influence others to perform actions
beyond those that could be dictated by those
persons’ formal (position) authority alone
MANAGERS
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Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules
LEADERS
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Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities
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“Leaders are the primary determinant of an
organization’s success or failure.”
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Do you agree or disagree with this
statement?
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Two or more individuals, interacting and
interdependent, who have come together to
achieve particular objectives
FORMAL GROUPS
A designated work group
defined by the organization
structure
INFORMAL GROUPS
Appears in response to the
need for social contact
 Status Characteristics Theory
People who control the outcomes of a group through
their power or have the ability to control the group’s
behavior
People whose contributions to a group are critical to the
group’s success
Personal characteristics that are positively valued by the
group such as good looks, money or intelligence
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Degree to which group members are attracted to
each other and are motivated to stay in the group
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Encourage group cohesiveness –
 Make the group smaller
 Encourage agreement with group goals
 Increase the time spend together
 Increase the status of the group and perceived difficulty
of attaining membership in the group
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A structure characterized by a low degree of
departmentalization, wide spans of control,
authority centralized in a single person, and a
little formalization.
Owner Manager
Salesperson
Salesperson
Salesperson
Salesperson
Cashier
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Strength
 Fast, flexible and accountability is clear
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Weakness
 As
organization
inadequate
grows,
it
become
The key question
The answer is provided by
1. To what degree are activities subdivided
into separate jobs?
Work Specialization
2. On what basis will jobs be grouped
together?
Departmentalization
3. To whom do individuals and groups report?
Chain of Command
4. How many individuals can a manager
efficiently and effectively direct?
Span of Control
5. Where does decision-making authority lie?
Centralization and decentralization
6. To what degree will there be rules and
regulations to direct employees and
managers?
Formalization
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A system of shared meaning held by members that
distinguishes the organization from other organization.
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Characteristics:
 Innovation and risk taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 Stability
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Selection
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Top Management
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Socialization
 Stories
 Rituals
 Material Symbols
 Language
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HOW?
1. The types of employees hired by the organization.
2. Low formalization: the freedom to meet customer
3.
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service requirements.
Empowering employees with decision-making
discretion to please the customer.
Good listening skills to understand customer
messages.
Role clarity that allows service employees to act as
“boundary spanners.”
Employees who engage in organizational citizenship
behaviors.