1. Chapter 1 Introduction to Organizational Behavior
Essentials of Organizational Behavior, 8/e
Stephen P. Robbins
Chapter 1 Introduction to Organizational Behavior
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2. Organizational Behavior - systematic study of the actions and attitudes that people exhibit within organizations
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3. The field of OB seeks to replace intuitive explanations with systematic study
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4. Systematic study - the use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect
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5. Determinants of Employee Performance
Productivity
Absenteeism
Turnover
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6. Organizational citizenship
Discretionary behavior
Not part of an employee's formal job requirements
Promotes the effective functioning of the organization
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7. 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
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8. Job Satisfaction There’s a link between satisfaction and productivity.
Satisfaction appears to be negatively related to absenteeism and turnover.
Managers have a humanistic responsibility to provide their employees with jobs that are challenging, intrinsically rewarding, and satisfying.
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9. Organization Consciously coordinated social unit
Composed of two or more people
Functions on a continuous basis to achieve a common goal
Characterized by formal roles that define the behavior of its members
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10. Contributing Disciplines
Sociology studies people in relation to their fellow human beings
Psychology seeks to measure,explain, and change behavior
Social psychology focuses on the influence of people on one another
Political science is the study of the behavior of individuals and groups within
a political environment
Anthropology is the study of societies
to learn about human beings and their activities
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11. Goals of Organizational Behavior
Explain, predict, and control human behavior
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12. Challenges and Opportunities for OB
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
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13. 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
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14. Managing Diversity
Workforce diversity -organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation
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15. 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.
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16. Improving Quality and Productivity
Quality management
Process reengineering
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17. Quality Management Intense focus on the customer
Concern for continual improvement
Improvement in the quality of everything the organization does
Accurate measurement
Empowerment of employees
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18. Process Reengineering
Evaluating process in terms of contribution to goals
Inefficient processes thrown out and new systems introduced
Redefines jobs and requires most employees to undergo training
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19. OB Insights Improving People Skills Improving Customer Service
Empowering People
Working in Networked Organizations
Stimulating Innovation and Change
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20. OB Insights Coping with “Temporariness”
Helping Employees Balance Work/Life Conflicts
Declining Employee Loyalty
Improving Ethical Behavior
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21. Organization System Level
Levels of OB Analysis
Individual Level
Group Level
Organization System Level
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