Organizational Behavior: EE5 Fall-19
Organizational Behavior: EE5 Fall-19
Organizational Behavior: EE5 Fall-19
EE5 Fall-19
What is Organizational Behavior and
Why it is Important?
Organization
A group of people regularly working together to
achieve common goal.
Organizational behavior (OB)
Individuals in
Organizations
Organizational
Processes
Disciplines That Contribute to the OB Field
Social
Psychology
Sociology Anthropology
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.
•Unit of Analysis:
Individual ----(Micro Level)
•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
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another.
One major study area is change —how to implement it and
how to reduce barriers to its acceptance.
Unit of Analysis:
Group
Contributions to OB:
– Behavioral change
– Attitude change
– Communication
– Group processes
– Group decision making
Sociology
The study of people in relation to their fellow human
beings.
Unit of Analysis: -
Group & Organizational System
• Contributions to OB:
– Group dynamics – Formal organization theory
– Work teams – Organizational technology
– Communication – Organizational change
– Power – Organizational culture
– Conflict
– Intergroup behavior
Anthropology
The study of societies to learn about human beings
and their activities.
Unit of Analysis:
Organizational System and Group
Political science : the study of the behavior of individuals and groups within a political
environment.
Contributing Disciplines to the OB Field
Micro: Psychology
The Individual
Social Psychology
Sociology
Macro:
Groups &
Organizations Anthropology
Disciplines That Contribute to the OB Field
The Study of Organizational Behavior
Psychology
Individual
Social Psychology
Organizational
Sociology Group Behavior
Anthropology
Organization
Challenges and Opportunities for OB
• Responding to Economic Pressures
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Improving Customer Service
• Improving People Skills
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work-Life Conflicts
• Creating a Positive Work Environment
• Improving Ethical Behavior
Responding to Economic Pressures
• What do you do during difficult
economic times?
– Effective management is critical
during hard economic times.
– Managers need to handle difficult
activities such as firing employees,
motivating employees to do more
with less and working through the
stress employees feel when they are
worrying about their future.
– OB focuses on issues such as stress,
decision making, and coping during
difficult times.
Responding to Globalization
Organizations are no longer constrained by
national borders. The world has become a
global village. In the process, the manager’s
job has changed.
Increased foreign assignments.
Working with people from different cultures.
Overseeing movement of jobs to countries with
low-cost labor.
Managing Workforce Diversity
The people in organizations are becoming
more heterogeneous demographically
– Embracing diversity and find ways to manage it
effectively.
– Changing management philosophy
– Recognizing and responding to differences
Disability
Domestic
Gender
Partners
Race Age
National
Religion
Origin
Improving Customer Service
The majority of the workforce in developed nations
works in service jobs. These jobs require substantial
interaction with the organization’s customers: poor
service experiences can lead to organizational failure.
• Managers must create customer-responsive cultures whose
members are:
• Friendly and courteous
• Accessible
• Knowledgeable
• Prompt in responding to customer needs
• Willing to do, what is necessary to please the customer
Improving Quality and Productivity
• Quality management (QM)
– The constant attainment of customer satisfaction through
the continuous improvement of all organizational
processes.
– Requires employees to rethink what they do and become
more involved in workplace decisions.
• Process reengineering
– Asks managers to reconsider how work would be done and
their organization structured if they were starting over.
– Instead of making incremental changes in processes,
reengineering involves evaluating every process in terms
of its contribution.
Improving People Skills
Studying OB allows managers to be
better at explaining and predicting the
behavior of people at work. They can
design more motivational jobs, apply
techniques to improve listening skills,
and can create more effective teams.
Stimulating Innovation and Change
Condition Behavior
Input “A”
“C” “B”
1-31
Few Absolutes in OB
Situational factors that make the main relationship
between two variables change—e.g., the relationship may
hold for one condition but not another.
X Y Predictive Ability
OB Independent Variables
The independent variable (X) can be at any of these three
levels in this model:
•Individual
– Biographical characteristics, personality and emotions, values
and attitudes, ability, perception, motivation, individual
learning, and individual decision making
•Group
– Communication, group decision making, leadership and trust,
group structure, conflict, power and politics, and work teams
•Organization System
– Organizational culture, human resource policies and practices,
and organizational structure and design
OB Dependent Variables (y)
• 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.
• 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.
OB Dependent Variables
• Organizational Citizenship Behavior (OCB)
– 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.
OB Model
Dependent
Variables (Y)
Three Levels
Independent
Variables (X)
The End