OB introduction this is good for beginers who want to become a leader

this is good

1. ORGANIZATIONAL
BEHAVIOR
Nguyen Van Thuy, PhD 1

2. About Lecturer
▪NGUYỄNVĂNTHỤY.PhD
▪Lecturer:BankingUniversity
▪Position:ViceDean
▪Majorfield:Humanresource,Management,
Leadership&Softskills
▪Email:[email protected]
▪Customer:
NGUYEN VAN THUY, PhD 2

3. WHO ARE YOU ?
NGUYEN VAN THUY, PhD 8

4. TODAY
NGUYEN VAN THUY, PhD 9

5. LIST YOUR OBJECTIVES
NGUYEN VAN THUY, PhD 10

6. Exit
Rules in our class
NGUYEN VAN THUY, PhD 11

7. ORGANIZATIONAL
BEHAVIOR
Nguyen Van Thuy, PhD 12

8. Contents
1.IntroductiontoOrganizationalBehavior
2.Individualprocessesinorganizations
3.Motivationattheworkplace
4.Groupandinterpersonalprocessesin
organizations
5.Organizationaldesignandchange
NGUYEN VAN THUY, PhD 13

9. References
▪Colquitt,LePine,Wesson
(2018). ORGANIZATIONAL
BEHAVIOR: Improving
PerformanceandCommitment
intheWorkplace,6th
Robbins&Judge(2018).
ORGANIZATIONAL BEHAVIOR,
17
th
▪Schermerhorn,Hunt,Osborn&
Uhl-Bien (2010).
ORGANIZATIONAL BEHAVIOR,
11
th
▪https://anhnguyet.wordpress.com/2011/01/24/hanh-vi-t%E1%BB%95-
ch%E1%BB%A9c-organizational-behavior/
NGUYEN VAN THUY, PhD 14

10. NGUYEN VAN THUY, PhD 15
Assessment

11. Team number:
No Fullname Course EMAIL/PHONE Signature
1
NguyeãnVaên A [email protected]
2
3
4
5
NGUYEN VAN THUY, PhD 16

12. Presentation (Group)
Schermerhorn, Hunt, Osborn & Uhl-Bien (2010). ORGANIZATIONAL BEHAVIOR
1.C.2IndividualDifferences,Values,andDiversity
2.C.3Emotions,Attitudes,andJobSatisfaction
3.C.4Perception,Attribution,andLearning
4.C.5MotivationTheories
5.C.6MotivationandPerformance
6.C.7TeamsinOrganizations
7.C.13.LeadershipEssentials
8.C.15OrganizationalCultureandInnovation
9.C.16OrganizationalGoalsandStructures
10.C.17Strategy,Technology,andOrganizational
Design
NGUYEN VAN THUY, PhD 17

13. Presentation (Group)
Colquitt, LePine, Wesson (2018). ORGANIZATIONAL BEHAVIOR: Improving Performance
and Commitment in the Workplace
1.Chapter9.PersonalityandCulturalvalues
2.Chapter10.Ability
3.Chapter6.Motivation
4.Chapter8.LearningandDecisionmanking
5.Chapter2.Jobperformance
6.Chapter3.OrganizationalCommitment
7.Chapter4.JobSatisfaction
8.Chapter11.Teams:CharacteriticsandDiversity
9.Chapter12.Teams:Procesesandcommunication
10.Chapter14.Leadership:StylesandBehavior
11.Chapter16.OrganizationalCulture
NGUYEN VAN THUY, PhD 18

14. Research Organizational Behavior lines
THE RESEARCH
GOALS
ORGANIZATIONAL
BEHAVIOR
1/Productivity
2/ Absence
3/Turnover
4/Satisfaction
5/ Performance
6/ Commitment
Biographical characteristics
Personality
Values, Attitude
Ability
Motivation
Perception
Learning
Individial
Decision
Making
Individual
Level
Organizational
Change
Organizational
Culture
Organizational
Structure
Leadership
Conflict Group structureCommunication Group decision
Group
Level
Organizational Systems
Level
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15. Research Organizational Behavior lines
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16. NGUYEN VAN THUY, PhD 21
Introduction to
Organizational Behavior
CHAPTER 1

17. What is an Organization ?
▪Groupsofpeoplewho
work interdependently
towardsomepurposes
➢Structuredpatternsof
interactions
➢Coordinatedtasks
➢Work toward some
purpose
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18. Planning Organizing
LeadingControlling
Management
Functions
Management Functions
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19. Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
Management Functions
NGUYEN VAN THUY, PhD 24
If you fail to plan
You plan to fail !
Benjamin Franklin

20. 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.
Management Functions
NGUYEN VAN THUY, PhD 25

21. Leading
Afunctionthatincludes
motivatingemployees,
directingothers,selecting
the most effective
communicationchannels,
andresolvingconflicts.
Management Functions
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22. Controlling
Monitoring activities to
ensure they are being
accomplished as
planned and correcting
any significant
deviations.
Management Functions
NGUYEN VAN THUY, PhD 27

23. CULTURE
FUTURE PLANS
LOCATION
MANAGEMENT STYLE
SIZE/AGE
To undestand
ORGANIZATION
TECHNOLOGY
INDUSTRY SECTOR
Some determine features of organization
STEVE ELLIS & PENNY DICK, McGraw Hill
STAKEHOLDER
NGUYEN VAN THUY, PhD 28

24. What is Oragnizational Behavior ?
▪Schermerhorn,Hunt,Osborn&Uhl-Bien:
Organizationalbehavioristhestudyof
humanbehaviorinorganizations.
▪Itisanacademicdisciplinedevotedto
understandingindividualandgroup
behavior,interpersonalprocesses,and
organizationaldynamicswiththegoalof
improvingtheperformanceoforganizations
andthepeopleinthem.
NGUYEN VAN THUY, PhD 29

25. What is Oragnizational Behavior ?
▪Stephen&Timothy:Afieldofstudythat
investigatestheimpactthatindividuals,
groups,andstructurehaveonbehaviorwithin
organizations,forthepurposeofapplying
suchknowledge towardimprovingan
organization’seffectiveness.
NGUYEN VAN THUY, PhD 30

26. What is organizational behavior
and why is it important?
➢Organizationalbehavior:
▪Studyofindividualsandgroupsin
organizations.
▪Thestudyofwhatpeoplethink,feelanddoin
andaroundorganizations
▪Emphasizeshighperformanceorganizations→
waystoincreasejobsatisfactionand
performanceamongemployees
▪Occursinaglobalcontext.
▪Dimensionsofindividualandgroupbehavior.
▪Natureoforganizations.
▪Coreprocesses.
NGUYEN VAN THUY, PhD 31

27. Organizational Behavior in
Context
Organizational Behavior
Organizational Theory
Personality Emotions
Value System
BehaviorPerceptions
Motivation Learning Styles
KSAOs
Physical AttributesCognitions
(Meso)
(Micro)
(Macro)
TeamsConflict
LeadershipStress
Structure
Organizational
Development
Culture
Organizational
Change
Industry
Environment
NGUYEN VAN THUY, PhD 32

28. Systematic study
Lookingatrelationships,attemptingtoattribute
causesandeffects,anddrawingconclusionsbased
onscientificevidence.
Provides a means to predict behaviors.
Intuition
“Gut” feelings about “why I do what I do” and “what
makes others tick”.
How do we learn about
organizational behavior?
NGUYEN VAN THUY, PhD 33

29. Why do we study Organizational behavior ?
▪Successisn’tadestination–it’sa
process.Andthemarginbetween
successesisoftensmall.Learnthe
principlesofdefiningandachieving
successinyourownlifeandbeginthe
journeytoday.
▪Thisjourneybeginswithunderstanding
thebehaviorsbetweentheleader,the
followers,andtheorganization.
NGUYEN VAN THUY, PhD 34

30. Why study Organizational behavior ?
Organizational
Behavior
Research
Understand
organizational
events
Influence
organizational
events
Predict
organizational
events
NGUYEN VAN THUY, PhD 35

31. Organizational Behavior ?
▪Isorganizationalbehaviorreallyjustcommon
sense?
▪Happyworkersareproductiveworkers.(T/F)
▪Allindividualsarethemostproductivewhentheirboss
isfriendly,trusting,andapproachable.(T/F)
▪Interviewsareaneffectiveselectiondevice.(T/F)
▪Everyonewantsachallengingjob.(T/F)
▪Themosteffectiveworkgroupshavelittleornoconflict.
(T/F)
NGUYEN VAN THUY, PhD 36

32. Organizational Behavior
▪Isorganizationalbehaviorreallyjust
commonsense?
▪Youhavetoscarepeoplealittletogetthem
todotheirjobs.T/F
▪Becausespecificgoalsintimidatepeople,
individualsworkharderwhenaskedjustto
dotheirbest.T/F
▪Everyoneismotivatedbymoney.T/F
▪Mostpeoplearemuchmoreconcernedwith
thesizeoftheirownsalariesthanwith
others’salaries.T/F
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33. NGUYEN VAN THUY, PhD 38

34. Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
Contributing Disciplines to the OB Field
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35. Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.
Contributing Disciplines to the OB Field
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36. Sociology
The study of people in relation to their fellow human beings.
Contributing Disciplines to the OB Field
NGUYEN VAN THUY, PhD 41

37. Anthropology
The study of societies to learn about human beings
and their activities.
Contributing Disciplines to the OB Field
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38. x y
Contingency variables: "It Depends!!!"
Situational factors that make the main relationship
between two variables change---e.g., the relationship
may hold for one condition but not another.
Country 1
x y
Country 2
May be related to
May NOT be related to
In
In
There Are Few Absolutes in OB
NGUYEN VAN THUY, PhD 43

39. Challenges and Opportunities for OB
▪RespondingtoGlobalization
▪Increasedforeignassignments
▪Workingwithpeoplefromdifferentcultures
▪Copingwithanti-capitalismbacklash
▪Overseeingmovementofjobstocountrieswith
low-costlabor
▪Managingpeopleduringthewaronterror.
▪ManagingWorkforceDiversity
▪Embracingdiversity
▪Changingdemographics
▪Implicationsformanagers
▪Recognizingandrespondingtodifferences
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40. Domestic
Partners
Race
Non-Christian
National
Origin
Age
Disability
Gender
Major Workforce Diversity Categories
NGUYEN VAN THUY, PhD 45

41. ▪ImprovingQualityandProductivity
▪Qualitymanagement(QM)
▪Processreengineering
▪RespondingtotheLaborShortage
▪Changingworkforcedemographics
▪Fewerskilledlaborers
▪Earlyretirementsandolderworkers
▪ImprovingCustomerService
▪Increasedexpectationofservicequality
▪Customer-responsivecultures
Challenges and Opportunities for OB
NGUYEN VAN THUY, PhD 46

42. What Is Quality Management?
1.Intensefocusonthecustomer.
2.Concernforcontinuousimprovement.
3.Improvementinthequalityofeverything
theorganizationdoes.
4.Accuratemeasurement.
5.Empowermentofemployees.
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43. ▪ImprovingPeopleSkills
▪EmpoweringPeople
▪StimulatingInnovationandChange
▪Copingwith“Temporariness”
▪WorkinginNetworkedOrganizations
▪HelpingEmployeesBalanceWork/Life
Conflicts
▪ImprovingEthicalBehavior
▪ManagingPeopleduringtheWaron
Terrorism
Challenges and Opportunities for OB
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44. A Downside to Empowerment?
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45. Organizational Behavior: Chapter 1 50
What are organizations
like as work settings?
➢Peopleandworksystems.
▪Intellectualcapital
▪Thesumtotalofknowledge,expertise,and
dedicationofanorganization’sworkforce.
▪Humanresources.(KASOs)
▪Materialresources.

46. Organizational Behavior: Chapter 1 51
What are organizations
like as work settings?
➢Organizationsasopensystems.
▪Organizationsobtainresourceinputsfrom
theenvironment.
▪Organizationstransformresourceinputs.
▪Organizationsreturntransformedinputsto
theenvironmentasoutputsintheformof
goodsandservices.

47. Organizational Behavior: Chapter 1 52
Open Systems Anchor of OB
FeedbackFeedback
Feedback
Feedback

48. The basic OB model
Individual level
Group level
Organization
Systems level
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49. x
y
Dependent variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand).
The Dependent Variables

50. Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
Meeting goals at a low
cost.
The Dependent Variables

51. Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
The Dependent Variables

52. DeviantWorkplace
Behavior: Voluntary
behaviorthatviolates
significantorganizational
norms and thereby
threatensthewell-beingof
theorganizationand/orany
ofitsmembers.
The Dependent Variables

53. Organizational citizenship
behavior (OCB)
Discretionarybehaviorthatis
notpartofanemployee’s
formaljobrequirements,but
thatneverthelesspromotesthe
effectivefunctioningofthe
organization.
The Dependent Variables

54. 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.
The Dependent Variables

55. Independent
Variables Can Be
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
Independent variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable.
Independent variable

56. Organization and OB
Management, Leadership, Culture, Power, Systerm
Structure, Innovation, Change and development .
Group and OB
Communication, team and teamwork,
conflict, Team processes
Group structure,. . .
Individual and OB
-Attitude, Values
-Characteric,
-Personality
-Job satisfaction
-Motivation
-Ability
-Perception
-Learning
OB
Productivity
Effectiveness
Absent
Turnover
Satisfaction
EXTERNAL
ENVIRONMENT
STEVE ELLIS & PENNY DICK, McGraw Hill
A three –category model of the field of OBNGUYEN VAN THUY, PhD 61

57. Summary and Managerial
Implications
1.Managersneedtodeveloptheirinterpersonalskills
tobeeffective.
2.OBfocusesonhowtoimprovefactorsthatmake
organizationsmoreeffective.
3.Thebestpredictionsofbehavioraremadefroma
combinationofsystematicstudyandintuition.
4.Situationalvariablesmoderatecause-and-effect
relationships–whichiswhyOBtheoriesare
contingent.
5.TherearemanyOBchallengesandopportunitiesfor
managerstoday.
1-62

58. Learning Organizational Behavior
OB is a
knowledge
base
that helps
people work
together
to improve the
performance of
organizations.
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59. Case study
▪MANAGINGEXTERNALINFLUENCES
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60. TO BE CONTINUE. . . !
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