Introducing Organizational Behavior
Introducing organizational Behavior
Chapter 1, session 1
Study Questions
What is organizational behavior and why is
it important? What are organizations like as work settings? What is the nature of managerial work? How do we learn about organizational behavior? A conceptual model of organization behavior for managers
Introducing Organization Behavior
Workplace success depends on:
Respect for people. Understanding of human behavior in complex
organizational systems.
Individual commitment to flexibility, creativity,
and learning.
Individual willingness to change
Introducing Organization Behavior
Organizations and their members are
challenged to:
Simultaneously achieve high performance
and high quality of life. Embrace ethics and social responsibility. Respect the vast potential of demographic and cultural diversity among people. Recognize the impact of globalization.
Introducing Organization Behavior
Organizational behavior.
Study of human behavior in
organizations. A multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
Introducing Organization Behavior
Reasons for importance of scientific
thinking. The process of data collection is controlled and systematic. Proposed explanations are carefully tested. Only explanations that can be scientifically verified are accepted.
Introducing Organization Behavior
Introducing Organization Behavior
Modern workplace trends. Commitment to ethical behavior. Importance of human capital. Demise of command and control. Emphasis on teamwork. Pervasive influence of information technology. Respect for new workforce expectations. Changing definition of jobs and career.
Organizations as work settings
An organization is a collection of people working together in a division of labor to achieve a common purpose.
Organizations as work settings
The core purpose of an organization
is the creation of goods and services. Missions and mission statements focus attention on the core purpose. Mission statements communicate:
A clear sense of the domain in which the
organizations products and services fit. A vision and sense of future aspirations.
Organizations as work settings
A strategy is a comprehensive plan that
guides organizations to operate in ways that allow them to outperform their competitors. Key managerial responsibilities include strategy formulation and implementation. Knowledge of OB is essential to effectively strategy implementation.
Organizations as work settings
Organizations as work settings
Stakeholders. People, groups, and institutions having an interest in an organizations performance. Customers, owners, employees, suppliers, regulators, and local communities are key stakeholders. Interests of multiple stakeholders sometimes conflict. Executive leadership often focuses on balancing multiple stakeholder expectations.
Organizations as work settings
Organizational culture and diversity. Organizational culture refers to the shared beliefs and values that influence the behavior of organizational members. Positive organizational cultures:
Have a high-performance orientation. Emphasize teamwork. Encourage risk taking. Emphasize innovation.. Respect people and workforce diversity.
Success in business world is tied to valuing
diversity.
Organizations as work settings
Organizational effectiveness approaches.
Systems resource approach focuses on inputs.
Internal process approach focuses on the
transformation process. Goal approach focuses on outputs. Strategic contingencies approach focuses on impact on key stakeholders. Organization Effectiveness is an indicator of how well the organization performs as an open system
Organizations as work settings
Longitudinal views of organizational
effectiveness.
Short-run emphasis on goal accomplishment,
resource utilization, and stakeholder satisfaction. Intermediate-run emphasis on organizations adaptability and development potential. Long-run emphasis on survival.
Nature of Managerial Work
Managers perform
jobs that involve
directly supporting the work efforts of others.
Managers assume
roles such as
coordinator, coach, or team leader
Nature of Managerial Work
The management process. An effective manager is one whose organizational unit, group, or team consistently achieves its goals while its members remain capable, committed, and enthusiastic. Key results of effective management: Task performance. Job satisfaction.
Nature of Managerial Work
Nature of Managerial Work
Managerial mind-sets. An attitude, a frame of
mind that open up new vistas
Reflective mind-set managing ones self.
Analytic mind-set managing organizational
operations and decisions.
Worldly mind-set managing in a global context.
Collaborative mind-set managing relationships. Action mind-set managing change.
Nature of Managerial Work
Managerial skills and competencies.
A skill is an ability to translate knowledge into
action that results in a desired performance.
Categories of skills.
Technical. Human.
Conceptual.
Strategic OB Lens
Organization Level Senior Managers Activities
Talk with insiders and outsiders about Vision Strategy Other major issues Help middle managers Define and redefine their roles Manage conflict Create and maintain the organizations culture
Required Skills
Conceptualizing Communicating Understanding the perspectives of others Listening Conflict management Negotiating Motivating
Interpersonal influence
Strategic OB Lens
Organization Level Middle Managers Activities
Champion strategic ideas Help firm to remain adaptive Process data and information for use by other individuals
Required Skills
Networking Communicating Influencing Analyzing Communicating
Communicating Deliver strategic initiatives to lower-level Motivating managers Understanding values Managing stress
Strategic OB Lens
Organization Level Lower-level Managers Activities
Coaching firms associates (workers)
Required Skills
Teaching Listening Understanding personalities Managing stress Negotiating Influencing others Counseling Understanding personalities
Removing obstacles for associates Deal with personal problems of associates Design jobs, team structures, and reward systems
Negotiating Group dynamics
Nature of Managerial Work
The nature of managerial work.
Managers work long hours. Managers are busy people. Managers are often interrupted. Managerial work is fragmented and variable. Managers work mostly with other people.
Managers spend a lot of time communicating
Nature of Managerial Work
Learning about organizational behavior
Learning is an enduring change in
behavior that results from experience.
Organizational learning is the process of
acquiring knowledge and utilizing information to adapt successfully to
changing circumstances.
Learning about organizational behavior
Learning about organizational behavior
Model of Organization Behavior
Organizational Factors (culture, work environments, adaptability
Organizational Success
Satisfaction of Individuals and Groups
Productivity of Individuals and Groups
Individual Factors (learning ability, personality, values, motivation, stress)
Interpersonal Factors (leadership, communication, decision-making skill, intraand inter-group dynamics, communication)
