Organizational behaviour and development

1. Organizational Behavior

2. Chapter 1
Introduction to Organizational Behavior
1.Define organizational behavior(OB)
2.Identify the primary behavioral disciplines
contributing to OB
3.Describe the three goals of OB
4.List the major challenges and opportunities for
managers to use OB concepts
5.Discuss why workforce diversity has become
an important issue in management
6.Discuss how a knowledge of OB can help
managers stimulate organizational innovation
and change

3. Problems:
Bosses’poor communication skills
Employees’lack of motivation
Conflicts between team members
Overcoming employee resistance to a
company reorganization
Similar concerns

4. Help managers,and potential
managers,develop these people skills

5. What Managers Do?
A.Management Function:
Henri Fayol----Planning
 Organizing
 Commanding
 Coordinating
 Controlling
Today----planning, organizing,
 leading, controlling

6. B.Management Roles: (Henry Mintzberg)
Interpersonal Roles
•Figurehead,Leader,Liaison
Informational Roles
•Monitor,Disseminator,Spokesperson
Decisional Roles
•Entrepreneur,Disturbance handler,
•Resource allocator,Negotiator

7. C.Management Skills:
Technical Skills
Human Skills
Conceptual Skills

8. Effective Versus Successful Managerial
Activities
Fred Luthans A S E
1.Traditional management 32% 13% 19%
2.Communication 29% 28% 44%
3.Human resource management 20% 11% 26%
4.Networking 19% 48% 11%
This finding challenges the historical assumption that
promotions are based on performance, and it illustrates
the importance of networking and political skills in
getting ahead in organizations.

9. Enter Organizational Behavior
Organizational Behavior (OB) is 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.

10. It studies three determinants of behavior
in organizations: individuals, groups, and
structure.
In addition, OB applies the knowledge
gained about individuals, groups, and the
effect of structure on behavior in order to
make organizations work more effectively.

11. OB is concerned with the study of what
people do in an organization and how their
behavior affects the organization’s
performance.
Specifically with employment-related
situations
Jobs,work, absenteeism, employment
turnover , productivity, human
performance, and management

12. The core topics:
•Motivation,
•Leader behavior and power,
•Interpersonal communication,
•Group structure and processes,
•Learning,
•Attiude development and perception,
•Change processes,
•Conflict,
•Work design,
•Work stress.

13. Contributing Disciplines
Organizational behavior is an applied behavior
science that is built on contributions from a
number of behavior disciplines.
the predominant areas :
•psychology,
•social psychology,
•sociology,
•anthropology,
•political science

14. Psychology----individual
•learning, motivation, personality, emotions,
•perception, training, job satisfaction, leadership
effectiveness,
•individual decision making, performance
appraisal, attitude measurement, employee
selection,
•work design, work stress
Social psychology----group
•Behavioral change, attitude change,
• communicate,
•group processes,
•group decision making

15. Sociology
•Communication, power, conflict, intergroup
behavior, ----group
•formal organization theory,
•organizational technology,
•organizational change,
•organizational culture ----organization
system

16. Anthropology
•Comparative values,
•comparative attitudes,
•cross-culture analysis, ----group
•organizational culture,
•Organizational enviroment,
•Power ----organization system
Political science
•Conflict,
•Intraorganizational politics, ----group
•Power ----organization
system

17. Goals of OB
Explanation
•If we are to understand a phenomenon,we must
begin by trying to explain it. We can then use
this understanding to determine a cause.
Prediction
•It seeks to determine what outcomes will result
from a given action.
Control
•The control objective is frequently seen by manager as
the most valuable contribution the OB makes toward
their effectiveness on the job.

18. Challenges and Opportunities for OB
1.Responding to Globalization
•Increased foreign assignments
•Working with people from different cultures
•Coping with anticapitalism backlash
•Overseeing movement of jobs to countries with
low-cost labor
•Managing people during the war on terror

19. 2.Managing workforce diversity
•Workforce diversity:
Gender, race, national origin, age, disability,
•Embracing diversity
•Changing demographics
Workforce diversity can increase creativity
and innovation in organizations as well as
improve decision making by providing
different perspective on promble.

20. 3.Improving quality and productivity
•“Almost all quality improvement comes via
simplification of design, manufacturing, layout,
processes, and procedures.”----Tom Peters
•Today’s managers understand that success of
any effort at improving quality and productivity
must include their employees.

21. 4.Improving people skills
We’ll present relevant concepts and
theories that can help you explain and
predict the behavior of people at work.
•Learn a ways to motivate people
•How to be a better communicator
•How to create more effective teams

22. 5.Empowering people
•Decision making is being pushed down to the
operating level, where workers are being given the
freedom to make choices about schedules and
procedures and to solve work-related problems.
•Self-management team
•Managers are empowering emplyees.
•Managers-how to give up control
•Emplyees-how to take responsibility for their work
and make appropriate decisions
•Leading style, power relationships, the way work is
designed, the way organizations are structured

23. 6.Stimulating innovation and change
•Today’s successful organizations must foster
innovation and master the art of change or they’ll
become candidate for extinction.
•An organization’s employees can be the impetus
for innovation and change or they can be a
majors stumbling block.
•The challenge for managers is to stimulate their
employees’ creativity and tolerance for change.

24. 7.Coping with “temporariness”
• Managing today would be more accurately
described as long periods of ongoing change,
interrupted occasionally by short periods of stability!
•The actual jobs that workers perform are in a
permanent state of flux.
•So workers need to continually update their
knowledge and skills to perform new job
requirements.

25. 8.Helping employees balance work/life
conflicts
•A number of forces have contributed to blurring the
lines between employee work and personal lives.
•First, the creation of global organizations means
their world never sleeps.
•Second, communication technology allows
employee to do their work at home, in their car, or
on the beach in Tahiti.
•Third, organizations are asking employees to put in
longer hours.
•Finally, fewer families have only a single
breadwinner.

26. 9.Declining employee loyalty
•Beginning in the mid-1980s, in response to
global competition, unfriendly takeovers,
leveraged buyouts, and the like, corporations
began to discard traditional policies on job
security, seniority and compensation.
•An important OB challenge will be for managers
to devise ways to motivate workers who feel
less committed to their employers, while
maintaining their organizations’ global
competitiveness.

27. 10.Improving ethical behavior
•Members of organizations are increasingly
finding themselves facing ethical dilemmas,
situations in which they are required to define
right and wrong conduct.
•In recent years, the line differentiating right from
wrong has become even more blurred.
•Managers and their organizations are writing
and distributing codes of ethics to guide
employees through ethical dilemmas.

28. The plan of this book
Individual
level
Group
level
Organization system
level

29. Individual behavior
•values, attitudes, perception, and learning
•the role of personality and emotions
•motivation issues
Group behavior
•Group behavior model
•Ways to make teams more effective
•Communication issues and group decision
making
•Leadership, trust, power, politics, conflict and
negotiation
Organizational behaviors
•Culture, structure, ….