1. Copyright © 2015 Pearson Education Ltd. 18-1

2. Copyright © 2015 Pearson Education Ltd. Chapter 1: What Is Organizational Behavior? 1-2

3. Copyright © 2015 Pearson Education Ltd. ORGANIZATION? 1-3

4. Copyright © 2015 Pearson Education Ltd. Learning Objectives After studying this chapter, you should be able to:  Demonstrate the importance of interpersonal skills in the workplace.  Describe the manager’s functions, roles, and skills.  Define organizational behavior (OB).  Show the value to OB of systematic study.  Identify the major behavioral science disciplines that contribute to OB.  Demonstrate why few absolutes apply to OB.  Identify the challenges and opportunities managers have in applying OB concepts.  Compare the three levels of analysis in this book’s OB model. 1-4

5. Copyright © 2015 Pearson Education Ltd. Demonstrate the Importance of Interpersonal Skills in the Workplace Interpersonal skills are important because…  Understanding OB helps determine manager effectiveness  Leadership and communication skills are critical as a person progresses in his or her career  Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment  ‘Good places to work’ have better financial performance 1-5 LO 1

6. Copyright © 2015 Pearson Education Ltd.  Manager: Someone who gets things done through other people in organizations.  Organization: A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.  Planning, organizing, leading, and controlling.  Mintzberg concluded that managers perform ten different, highly interrelated roles or sets of behaviors attributable to their jobs. 1-6 LO 2 Describe the Manager’s Functions, Roles, And Skills

7. Copyright © 2015 Pearson Education Ltd. 1-7 LO 2 Describe the Manager’s Functions, Roles, And Skills

8. Copyright © 2015 Pearson Education Ltd. Describe the Manager’s Functions, Roles, And Skills  Management Skills  Technical Skills – the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.  Human Skills – the ability to work with, understand, and motivate other people, both individually and in groups.  Conceptual Skills – the mental ability to analyze and diagnose complex situations. 1-8 LO 2

9. Copyright © 2015 Pearson Education Ltd. Effective Versus Successful Managerial Activities  Luthans and his associates found that all managers engage in four managerial activities:  Traditional management  Communication  Human resource management  Networking 1-9 LO 2

10. Copyright © 2015 Pearson Education Ltd. Define “Organizational Behavior” (OB)  Organizational behavior (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. 1-10 LO 3

11. Copyright © 2015 Pearson Education Ltd. Show the Value to OB of Systematic Study.  Systematic Study of Behavior  Behavior generally is predictable if we know how the person perceived the situation and what is important to him or her.  Evidence-Based Management (EBM)  Complements systematic study.  Argues for managers to make decisions based on evidence.  Intuition  Systematic study and EBM add to intuition, or those “gut feelings” about “why I do what I do” and “what makes others tick.”  If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information. 1-11 LO 4

12. Copyright © 2015 Pearson Education Ltd.  Organizational behavior is an applied behavioral science that is built upon contributions from a number of behavioral disciplines:  Psychology  Social psychology  Sociology  Anthropology 1-12 LO 5 Identify the Major Behavioral Science Disciplines That Contribute to OB

13. Copyright © 2015 Pearson Education Ltd. 1-13 LO 5 Identify the Major Behavioral Science Disciplines That Contribute to OB

14. Copyright © 2015 Pearson Education Ltd. Demonstrate Why Few Principles Apply to OB  There are few, if any, simple and universal principles that explain organizational behavior.  Contingency variables — situational factors are variables that moderate the relationship between the independent and dependent variables. 1-14 LO 6

15. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts 1-15 LO 7

16. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Responding to economic pressure  In tough economic times, effective management is an asset.  In good times, understanding how to reward, satisfy, and retain employees is at a premium.  In bad times, issues like stress, decision making, and coping come to the forefront. 1-16 LO 7

17. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Responding to globalization  Increased foreign assignments.  Working with people from different cultures.  Overseeing movement of jobs to countries with low-cost labor.  Adapting to differing cultural and regulatory norms. 1-17 LO 7

18. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Managing workforce diversity  Workforce diversity – organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups. 1-18 LO 7

19. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Improving customer service  Service employees have substantial interaction with customers.  Employee attitudes and behavior are associated with customer satisfaction.  Need a customer-responsive culture. 1-19 LO 7

20. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Improving people skills  People skills are essential to managerial effectiveness.  OB provides the concepts and theories that allow managers to predict employee behavior in given situations. 1-20 LO 7

21. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Working in networked organizations  Networked organizations are becoming more pronounced.  A manager’s job is fundamentally different in networked organizations.  Challenges of motivating and leading “online” require different techniques. 1-21 LO 7

22. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Enhancing employee well-being at work  The creation of the global workforce means work no longer sleeps.  Communication technology has provided a vehicle for working at any time or any place.  Employees are working longer hours per week.  The lifestyles of families have changed — creating conflict.  Balancing work and life demands now surpasses job security as an employee priority. 1-22 LO 7

23. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Creating a positive work environment  Creating a positive work environment can be a competitive advantage.  Positive organizational scholarship is concerned with how organizations develop human strength, foster vitality and resilience, and unlock potential.  This field of study focuses on employees’ strengths versus their limitations, as employees share situations in which they performed at their personal best. 1-23 LO 7

24. Copyright © 2015 Pearson Education Ltd. Identify the Challenges and Opportunities of OB Concepts  Improving ethical behavior  Ethical dilemmas and ethical choices are situations in which an individual is required to define right and wrong conduct.  Good ethical behavior is not so easily defined.  Organizations distribute codes of ethics to guide employees through ethical dilemmas.  Managers need to create an ethically healthy climate. 1-24 LO 7

25. Copyright © 2015 Pearson Education Ltd. Three Levels of Analysis in This Book’s OB Model 1-25 LO 8

26. Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-26

27. Copyright © 2015 Pearson Education Ltd. 1-27

28. Copyright © 2015 Pearson Education Ltd. Describe the Two Major Forms of Workforce Diversity 2-28 Surface-Level Diversity Deep-Level Diversity Diversity Management LO 1

29. Copyright © 2015 Pearson Education Ltd. Stereotypes and How They Function in Organizational Settings  Discrimination is to note a difference between things.  Unfair discrimination assumes stereotypes about groups.  Refusal to recognize individual differences is harmful to organizations and employees. 2-29 LO 2

30. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Biological characteristics are personal characteristics that are objective and easily obtained from personnel records.  Variations in these can be the basis for discrimination 2-30 LO 3

31. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Age  The U.S. workforce is aging.  Does job performance decline with increasing age?  Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity. 2-31 LO 3

32. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Sex  There are no consistent male-female differences in problem solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive.  But women earn less than men for the same positions and have fewer professional opportunities. 2-32 LO 3

33. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Race and Ethnicity  Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises.  African Americans and Hispanics perceive higher levels of discrimination in the workplace.  African Americans generally fare worse than Whites in employment decisions. 2-33 LO 3

34. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Disability  The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substantially limits one or more major life activities.  Workers with disabilities receive higher performance evaluations, but may have lower performance expectations.  Biases against those with mental impairment may be especially strong. 2-34 LO 3

35. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Other Biological Characteristics  Tenure  Tenure is a good predictor of employee productivity.  Tenure and job satisfaction are positively related.  Religion  U.S. law prohibits discrimination based on religion, but it is still an issue, especially for Muslims. 2-35 LO 3

36. Copyright © 2015 Pearson Education Ltd. Biographical Characteristics and How They Are Relevant to OB  Sexual Orientation and Gender Identity  Federal law does not protect employees against discrimination based on sexual orientation, but this may soon change.  Most Fortune 500 companies have policies covering sexual orientation and about half now have policies on gender identity.  Cultural Identity  Need to accommodate and respect individual cultural identities. 2-36 LO 3

37. Copyright © 2015 Pearson Education Ltd. Define Ability and Demonstrate Its Relevance to OB  Ability is an individual’s current capacity to perform various tasks in a job.  Two types  Intellectual abilities  Physical abilities 2-37 LO 4

38. Copyright © 2015 Pearson Education Ltd. Define Intellectual Ability and Demonstrate Its Relevance to OB  Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and problem solving.  Most societies place a high value on intelligence.  General mental ability is an overall factor of intelligence as suggested by the positive correlations among specific intellectual ability dimensions. 2-38 LO 4

39. Copyright © 2015 Pearson Education Ltd. Contrasting Intellectual and Physical Ability  Physical Abilities  The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.  Nine basic abilities related to strength, flexibility, and other factors are needed to perform physical tasks. 2-39 LO 5

40. Copyright © 2015 Pearson Education Ltd. Contrasting Intellectual and Physical Ability  The importance of ability at work complicates the formulation of workplace policies that recognize disabilities.  Recognizing that individuals have different abilities that can be taken into account when making hiring decisions is not problematic.  It is possible to make accommodations for disabilities. 2-40 LO 5

41. Copyright © 2015 Pearson Education Ltd. Describe How Organizations Manage Diversity Effectively  Diversity management is the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.  Diversity is more successful when it is everyone’s business, not just for certain groups of employees. 2-41 LO 6

42. Copyright © 2015 Pearson Education Ltd. Describe How Organizations Manage Diversity Effectively 2-42 Attracting, Selecting, Developing, and Retaining Diverse Employees Diversity in Groups Effective Diversity Programs LO 6

43. Copyright © 2015 Pearson Education Ltd. Describe How Organizations Manage Diversity Effectively 2-43 Homework Name-Number: