1. Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall Chapter 1 Introduction to Organizational Behavior Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge 1-1

2. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Discussion 1-2 1. Define Organizational Behavior (OB). How can learning OB help you in your daily life? 2. Why has the study of OB become a standard component of business school programs? 3. How does study of OB help managers be more effective? 4. What behavioral science disciplines contribute to OB? How does this help managers? Students? 5. What are some of the major challenges and opportunities managers face related to OB? 6. What are the three levels of analysis in OB?

3. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall After reading this chapter, you should be able to: 1-3 1. Define organizational behavior (OB). 2. Explain the value to OB of systematic study. 3. Identify the major behavioral science disciplines that contribute to OB. 4. Demonstrate why few absolutes apply to OB. 5. Identify the challenges and opportunities managers have in applying OB concepts. 6. Identify the three levels of analysis in OB.

4. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall The Field of Organizational Behavior 1-4 Organizational Behavior studies the influence that individuals, groups and structure have on behavior within organizations. Its chief goal is to apply that knowledge toward improving an organization’s effectiveness.

5. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Focal Points of OB 1-5  Jobs  Work  Absenteeism  Employment turnover  Productivity  Human performance  Management

6. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Complementing Intuition with Systematic Study 1-6  Intuition: your “gut feeling” explanation of behavior.  Systematic study improves ability to accurately predict behavior.  Assumes behavior is not random.  Fundamental consistencies underlie behavior.  These can be identified and modified to reflect individual differences.

7. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Systematic Study 1-7  Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on scientific evidence:  On data gathered under controlled conditions.  Data is measured and interpreted in a reasonably rigorous manner.

8. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Evidence-Based Management 1-8  Complements systematic study.  Bases decisions on the best available scientific evidence.  Forces managers to become more scientific in their thinking.

9. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Contributing Disciplines to the OB Field 1-9 PsychologySocial PsychologySociologyAnthropology Micro: The Individual Macro: Groups & Organizations

10. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Few Absolutes in OB 1-10  Impossible to make simple and accurate generalizations  Human beings are complex and diverse  OB concepts must reflect situational conditions: contingency variables Contingency Variable (Z) Independent Variable (X) Dependent Variable (Y) In American Culture Boss Gives “Thumbs Up” Sign Understood as Complimenting In Iranian or Australian Cultures Boss Gives “Thumbs Up” Sign Understood as Insulting - “Up Yours!”

11. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Challenges and Opportunities for OB 1-11  Responding to Economic Pressures  Responding to Globalization  Managing Workplace Diversity  Improving Customer Service  Improving People Skills  Stimulating Innovation and Change  Coping with “Temporariness”  Working in Networked Organizations  Helping Employees with Work-Life Conflicts  Improving Ethical Behavior

12. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Responding to Economic Pressures 1-12  Effective management is especially important during tough economic times.  Employees look to their managers to provide security during the instability of a recession.

13. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Responding to Globalization 1-13  Increased foreign assignments  Differing needs and aspirations in workforce  Working with people from different cultures  Domestic motivational techniques and managerial styles may not work  Overseeing movement of jobs to countries with low-cost labor

14. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Managing Workforce Diversity 1-14 Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation

15. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diversity Implications 1-15 “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 while, at the same time, not discriminating.”

16. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Improving Customer Service & People Skills 1-16  The majority of employees in developed nations work in service jobs and they must know how to please their customers.  People skills are essential to succeed in today’s organizations.

17. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Stimulating Innovation and Change 1-17  Flexibility  Quality Improvement  Staying Competitive

18. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Temporariness 1-18  Jobs are constantly changing  Skills need to be updated for workers to stay on target  Workers need to be able to deal with change  Employees need to be able to cope with flexibility, spontaneity and unpredictability

19. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Working in Networked Organizations 1-19  Managers must adapt their skills and communication styles to succeed in an online environment

20. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Helping Employees handle work-life conflict 1-20 The line between work and non work has blurred and managers are increasingly dealing with conflicts that arise between work and life away from work.

21. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Thinking Positive 1-21  Creating a positive work environment can be a competitive advantage  Positive Organizational Scholarship (Positive OB):  Examines how organizations develop human strengths, foster vitality and resilience, and unlock potential.  Focus is on employee strengths, not their weaknesses.

22. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Three Levels of OB Analysis 1-22 Chapters 2 - 7 Chapters 8 - 13 Chapters 14 - 16 Plan of the Book

23. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Implications for Managers 1-23  OB helps with:  Insights to improve people skills  Valuing of workforce diversity  Empowering people and creating a positive work environment  Dealing with change in the workplace  Coping in a world of temporariness  Creating an ethically healthy work environment

24. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Keep in Mind… 1-24  OB’s goal is to understand and predict human behavior in organizations.  Fundamental consistencies underlie behavior.  It is more important than ever to learn OB concepts.  Both managers and employees must learn to cope with temporariness.

25. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-25 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.