Organizational behavior chapter one ppt.

- Organization behavior is a management concept refers to understanding the behaviors of peoples in the workplace.
- OB studies about the three level of analysis that is individual, group and structure & its impact on behaviors.
- Disciplines that contributed to organizational behavior are:
psychology, sociology, social psychology, anthropology, and
political science.
- some of the realities of the new workplace in the 21st century is the following.
Managing Workforce Diversity, Responding to Globalization
Changing workforce (workforce is changing), Consumer expectations are changing, changing organizations (organizations are changing
Managers must change.
- This chapter also incorporates ethics and organizational behavior.

1. ORGANIZATION BEHAVIOR

2. CHAPTER ONE AN OVER VIEW OF ORGANIZATION BEHAVIOR

3. 1.1 What is Organizational Behavior? Organization: is a consciously coordinated social unit, made up of a group of people, who work together on common goals on a relatively continuous basis. Behavior: Behavior refers to what people do in the organization, how they perform, and what their attitudes are.

4. Organizational behavior (often abbreviated as OB) is a field of study that investigates how: individuals, groups, and structure affect and is affected by behavior within organizations. Organizational behavior is : field of study that investigates the impact of individuals, groups, and structure on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness

5. 1.2. The three basic units of analysis in OB three levels of analysis in OB. These are: Individuals, Groups, Structure.

6. The individual level includes the characteristics and behaviors of employees as well as the thought processes attributed to them, such as: motivation, perception, personalities, attitudes, and values. The group level analysis looks at the way people interact. It includes: team dynamics, decisions, power, organizational politics, conflicts, and leaderships. At the organization level, we focus on how people structure their working relations and how organizations work together with their environment.

7. causal relationships of two (dependent and independent) variables. Dependent variables are the key factors we want to explain or predict; and independent variables are the presumed causes of some change in the dependent variables. The primary dependent variables in OB are: productivity, absenteeism, turnover, and job satisfaction.

8. The major determinants of productivity, absenteeism, turnover, and job satisfaction are independent variables at individual , group , and organizational system level. Individual Factors: Physical attributes, Personality, Age, Perception, Gender Attitude, Marital status Values, Number of dependants, Ability and experience

9. Group Factors: group dynamics, leadership styles, power, politics, intergroup relations, levels of conflict. Organizational Factors: Organizational Design, technology and work processes, and jobs; the organization's human resource policies and practices (that is, selection processes, training programs, performance appraisal methods); the internal culture; and levels of work stress.

10. 1.3. Replacing intuition with systematic study Intuition: is a feeling not necessarily supported by research. Systematic study: looking relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Examples: Everyone is motivated by money. Happy workers are productive workers. Everyone wants a challenging job. The most effective work groups are devoid of conflict.

11. 1.4. A review of a manager’s job and its relation to the study of OB Managers : are individuals who achieve goals through other people. For this study purpose the manager’s job will be identified by: functions, roles skills .

12. Management Functions Management Functions Planning Organizing Leading Controlling Staffing

13.  Managerial Roles   Role is an organized set of behaviors that is associated with a particular office or position. Managerial roles represent specific tasks that managers undertake to ultimately accomplish the five managerial functions. Mintzberg’s Managerial Roles Interpersonal Informational Decisional

14. Role Description Interpersonal Figurehead Symbolic head; required 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 Informational Monitor receives a wide variety of information; serves as nerve 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 organization’s plans, policies, actions, and results; serves as expert on organization’s industry Decisional 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

15. Management Skills

16. The study of organizational behavior can provide managers with the following practical advantages: Organizational behavior provides managers : with a way of systematically thinking about the behavior of people at work. techniques for dealing with the problems and opportunities that commonly occur in a work setting.

17. 1.5 Characteristics of OB major characteristics of Organization behavior: 1. Interdisciplinary . Organizational behavior has interdisciplinary orientation that integrates behavioral sciences in understanding behavior and performance. 2. Behavioral Science Foundation . The behavioral sciences—psychology, sociology and anthropology have provided the basic philosophy, characteristics of science, and principles that are so freely borrowed by the field of organizational behavior. 3. Scientific Method Foundation . OB had inherited the tradition of scientific method in its investigations from its parent disciplines. 4. Three Levels of Analysis . The OB is unique in its approach to behavior because it encompasses three levels of analysis, individual, group, and formal organization. 5. Contingency Orientation. The term contingency orientation reflects the need to consider the situation and individuals involved before drawing conclusions about behavior. 6. Concern for Application . The OB researcher must always be concerned with understanding real events in actual organizations and with communicating results in a meaningful fashion to practicing managers.

18. 1.6 Development of organizational behavior The major contributors to the theory of organizational behavior are : classical schools of management theory, behavioral theory, contingency theory. 1. Classical Schools of Management This school of thought is made up of two branches: classical scientific classical administrative,

19. A. Classical scientific school This branch arose because of the need to increase: productivity a nd efficiency . major contributors including : Frederick Taylor, Henry Gantt, and Frank and Lillian Gilbreth .

20. B. Classical administrative school The emphasis is on the development of managerial principles rather than work methods. Contributors Max Weber and = theory of Bureaucracy Henri Fayol = management principles These theorists studied the flow of information within an organization and emphasized the importance of understanding how an organization operated.

21. 2 . BEHAVIORAL MANAGEMENT THEORY: emphasizes improving management through the psychological makeup of people. The behavioral approach is sometimes referred to as the human resources approach because of the focus on making optimum use of workers in a positive way, such as making jobs motivational The proponents George Elton Mayo, Abraham Maslow, Douglas McGregor. Hawthorne studies conducted by G.E. Mayo can be thought of as the first, founding step in organizational behavior, and it gave rise to a new school of management thought, the, Human Relations Movement.

22. 3. CONTINGENCY MANAGEMENT THEORY there is no one best way of managing or managerial technique universally applicable in all situations; rather, it depends upon a given set of circumstances. The idea is that what works in one situation may not work in another situation.

23. 1.7 Disciplines that contributed to organizational behavior The significant ones are : psychology, sociology, social psychology, anthropology, and political science. Psychology's contribution has been mainly at the individual or micro level of analysis. However, the other disciplines have contributed to the understanding of macro concepts such as group processes and organization.

24. Contributing Disciplines to the OB Field E X H I B I T 1-3a

25. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b

26. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c

27. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d

28. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f

29. 1.8 Organizational Behavior in the 21 st century The Realities of the New Workplace Here are some of the realities of the new workplace. Managing Workforce Diversity: Responding to Globalization Changing workforce (workforce is changing): Consumer expectations are changing: Changing organizations (organizations are changing Managers must change

30. 1.9 Organizations as a system A system is a „series of functions or activities within an organization that work together for the aim of the organization. Subsystems are those parts making up the whole system. There are two types of system; those are open and close system. Open system Closed system Synergy : refers to instances when the sum of individual contributions exceeds the simple summation of them.

31. 1.10 Ethics and Organizational Behavior Ethics is the study of moral values or principles that guide our behavior and inform us whether actions are right or wrong. Ethical behavior is that accepted as morally “good” and “right,” as opposed to “bad” or “wrong,” in a particular setting. Ways of thinking about ethical behavior At least four ways of thinking about ethical behavior in and by organizations can be identified. Utilitarian view: Individualism view Moral-rights view Justice view:

32. Utilitarian view: considers ethical behavior to be, that which delivers the greatest good to the greatest number of people. Individualism view : considers ethical behavior to be, that which is best for an individual’s long-term self-interests. Moral-rights view : considers ethical behavior to be, that which respects fundamental rights shared by all human beings. This view is tied very closely to the principle of basic human rights, such as those of life, liberty, and fair treatment by law.

33. Justice view: considers ethical behavior to be, that which is fair and impartial in its treatment of people. It is based on the concept of equitable treatment for all concerned. In OB, two issues address this view of ethical behavior. Procedural Justice is the degree to which the rules and procedures specified by policies are properly followed in all cases under which they are applied. Distributive justice is the degree to which all people are treated the same under a policy, regardless of race, ethnicity, gender, age, or any other demographic characteristic.

34. 1.10 ORGANIZATIONAL SOCIAL RESPONSIBILITY is the obligation of organizations to behave in ethical and moral ways as institutions of the broader society. This concept suggests that members must ensure that their ethical frameworks extend to the organization as a whole.

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