1. What is Organizational Behavior?
Chapter 1
What is Organizational Behavior?
MRS. Shefa El Sagga.
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2. Learning Objectives
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 there are few absolutes in OB.
Identify the challenges and opportunities managers have in applying OB concepts.
Compare the three levels of analysis in this book’s OB model.
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3. The Importance of Interpersonal Skills
What is interpersonal skills?.
Understanding OB helps determine manager effectiveness.
Technical and quantitative skills are important.
But leadership and communication skills are CRITICAL.
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4. The Importance of Interpersonal Skills
Why it is needed?.
Organizational benefits of skilled managers.
Lower turnover of quality employees.
Higher quality applications for recruitment.
Better financial performance.
It is very important but not enough … why?.
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5. The Importance of Interpersonal Skills
It is very important but not enough … why?.
International business and global Economy.
Organization in the global area, Multinational corporations, High technology, Culture and its impact.
Trends toward diversity.
Participation of women, Racial differences, Childcare places, Elderly and relatives places, Welfare programs.
Flexible, new working arrangements
Flexible programs, Compress workweeks, Job sharing, Voluntary reduced work time, Telecommuting flex-place.
New organizational forms creates by technology
Leaner organizations, Outsourcing, Downsizing, Virtual corporation
The quality revolution
TQM, Customer satisfaction.
Corporate social responsibility(the ethical organization).
We must act in Organizational behavior.
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6. What Managers Do?. Management Activities: Make decisions
They get things done through other people.
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.
Management Activities:
Make decisions
Allocate resources
Direct activities of others to attain goals
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7. Management Functions:
What Managers Do?.
Management Functions:
Planning:
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
As managers advance, they do this function more often.
Organizing:
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Leading:
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
It is about PEOPLE!
Controlling:
Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.
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8. What Managers Do? Management Roles Interpersonal Roles
Figurehead
Leader
Liason
Informational Roles
Monitor
Disseminator
Spokesperson
Discovered ten managerial roles
Separated into three groups:
Interpersonal
Informational
Decisional
Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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9. What Managers Do? Management Roles Interpersonal Roles:
Figurehead: symbolic head; requires to perform a number of routine duties of a legal or social nature.
Leader: responsible for the motivation and direction of employees.
Liaison: maintains a network of outside contacts who provide favors and information.
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10. What Managers Do? Management Roles Informational Roles:
Monitor: receives wide variety of information; serves as nerves center of internal and external information of the organization.
Disseminator: transmits information received from outsiders or from other employees to members of the organization.
Spokesperson: transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organizations industry.
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11. What Managers Do? Management Roles Decisional Roles
Entrepreneur: searches organization and its environment for opportunities and initiates projects to bring about change.
Disturbance Handler: responsible for corrective action when organization faces important, unexpected disturbances.
Resource Allocator: makes or approves significant organizational decisions.
Negotiator: responsible for representing the organization at major negotiations.
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12. What Managers Do? Management Skills Technical Skills Human Skills
The ability to apply specialized knowledge or expertise
Human Skills
The ability to work with, understand, and motivate other people, both individually and in groups
Decision-Making Skills.
Time Management Skills.
Conceptual Skills
The mental ability to analyze and diagnose complex situations
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13. Time Management Skills
What Managers Do?
Management Skills
Technical Skills
Human Skills
Conceptual Skills
Decision-Making,
Time Management Skills
Top Managers
Conceptual Skills
Decision-Making,
Time Management Skills
Technical Skills
Human Skills
Middle Managers
First Line Managers

14. Effective Versus Successful Managerial Activities
What Managers Do?
Effective Versus Successful Managerial Activities
Managers who promoted faster (were successful) did different things than did effective managers (those who did their
jobs well).
48%: Human resource management
44%: Communications
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15. Effective Versus Successful Managerial Activities.
What Managers Do?
Effective Versus Successful Managerial Activities.
Traditional management:
Decision making, planning, and controlling.
Communications
Exchanging routine information and processing paperwork.
Human resource management
Motivating, disciplining, managing conflict, staffing, and training.
Networking
Socializing, politicking, and interacting with others.
Luthans’ Study of Managerial Activities
Is there a difference in frequency of managerial activity between effective and successful managers?
Four types of managerial activity:
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16. Enter Organizational Behavior
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.
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17. Complementing Intuition with Systematic Study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
Evidence Based Management
Basing managerial decisions on the best available scientific evidence.
Intuition
A gut feeling not necessarily supported by research.
An Outgrowth of Systematic Study…
Evidence Based Management:
Must think like scientists:
Pose a managerial question
Search for best available evidence
Apply relevant information to case.
The three are complementary means of predicting behavior.
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18. Complementing Intuition with Systematic Study
Managers Should Use All Three Approaches.
The trick is to know when to go.
Intuition is often based on inaccurate information.
Evidence is prevalent in management.
Systematic study can be time-consuming.
Use evidence as much as possible to inform your intuition and experience. That is the promise of OB.
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19. Disciplines that Contribute to the OB Field
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception.
Training, leadership effectiveness, job satisfaction.
Individual decision making, performance appraisal attitude measurement.
Employee selection, work design, and work stress.
Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Unit of Analysis:
Group
Contributions to OB:
Behavioral change.
Attitude change.
Communication.
Group processes.
Group decision making.
Behavior. Many behavioral sciences have contributed to the development of Organizational
Social Psychology
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20. Disciplines that Contribute to the OB Field
The study of people in relation to their social environment or culture.
Unit of Analysis:
-- Organizational System.
Contributions to OB:
Formal organization theory.
Organizational technology.
Organizational change.
Organizational culture.
Sociology
-- Group
Group dynamics.
Work teams.
Communication.
Power.
Conflict.
Intergroup behavior.
The study of societies to learn about human beings and their activities.
Unit of Analysis:
-- Organizational System.
Contributions to OB:
Organizational culture.
Organizational environment.
Behavior. Many behavioral sciences have contributed to the development of Organizational
-- Group
Anthropology
Comparative values.
Comparative attitudes.
Cross-cultural analysis.
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21. There are Few Absolutes in OB
Why there are few absolutes in OB?
Because of situational factors that make the main relationship between two variables change … e.g., the relationship may hold for one condition but not another.
Contingency Variables
Situational Factors
Variable that moderate the relationship between two or more other variables
Contingency Variables x y
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22. Challenges and Opportunities for OB1
Responding to Globalization. 2
Managing Workforce Diversity. 3
Improving Quality and Productivity. 4
Improving Customer Service. 5
Improving People Skills. 6
Stimulating Innovation and Change. 7
Coping with “Temporariness”. 8
Working in Networked Organizations. 9
Helping Employees Balance Work-Life Conflicts. 10
Creating a Positive Work Environment. 11
Improving Ethical Behavior.
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23. Coming Attractions: Developing an OB Model
A model
Abstraction of reality, or a simplified representation of some real-world phenomenon.
Our OB model has three levels of analysis.
Each level is constructed on the prior level.
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24. Coming Attractions: Developing an OB Model
The Independent Variables (X)
The Dependent Variables (Y)
The presumed cause of the change in the dependent variable (Y).
This is the variable that OB researchers manipulate to observe the changes in Y.
This is the response to X (the independent variable).
It is what the OB researchers want to predict or explain.
The interesting variable!. X Y
Predictive Ability
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25. Coming Attractions: Developing an OB Model
The Dependent Variables
The Independent Variables
Productivity
Individual – Level Variables
Absenteeism
Turnover
Group – Level Variables
Deviant Workplace Behavior
A response that is affected by an independent variable.: The Dependent Variables
the presumed cause of some change in the dependent variable.: The independent Variables
Organizational Citizenship Behavior
Organization System – Level Variables
Job Satisfaction
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26. Coming Attractions: Developing an OB Model
The Dependent Variables
Productivity:
Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).
Absenteeism:
Failure to report to work – a huge cost to employers.
Productivity:
Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).
Absenteeism:
Failure to report to work – a huge cost to employers
Turnover:
Voluntary and involuntary permanent withdrawal from an organization.
Turnover:
Voluntary and involuntary permanent withdrawal from an organization.
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27. Coming Attractions: Developing an OB Model
The Dependent Variables
Deviant Workplace Behavior:
Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.
Organizational Citizenship Behavior:
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
Deviant Workplace Behavior:
Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.
Organizational Citizenship Behavior:
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
Job Satisfaction:
A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.
Job Satisfaction:
A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.
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28. The Independent Variables
The presumed cause of some change in the dependent variable.
Independent Variables
Individual-Level Variables
Organization System-Level Variables
Group-Level Variables
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29. Coming Attractions: Developing an OB Model
The Independent Variables
Individual – Level Variables:
Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making.
Group – Level Variables:
Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams.
Individual – Level Variables:
Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making.
Group – Level Variables:
Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams.
Organization System – Level Variables:
Organizational culture, human resource policies and practices, and organizational structure and design.
Organization System – Level Variables:
Organizational culture, human resource policies and practices, and organizational structure and design.
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30. Independent Variables (X) Dependent Variables (Y)
Coming Attractions: Developing an OB Model Toward A contingency OB Model
Independent Variables (X)
Dependent Variables (Y)
Three Levels
Change and stress
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