Download Dependent variable

Chapter One:
What is Organizational Behavior?
Reem Alotaibi
201100196
Abrar Alribeh
201002268
Samar Alzayer
201000247
Maryam Alzayer
200801457
Organizational Behavior
BUSI 3312
Section: 204
Dr. Kal Shadid
WHAT MANAGERS DO?
• Managers get things done through other people.
• They make decisions.
• They allocate resources.
• They direct the activities of others.
• They do their work in an organization.
MANAGEMENT FUNCTIONS
• Planning.
• Organizing.
• Leading.
• Controlling.
MANAGEMENT ROLES
• Management has 10 different
roles.
• Those roles are highly
interrelated roles.
• These roles are divided into
three main categories:
1) Interpersonal Roles.
2) Informational Role.
3) Decisional Roles.
INTERPERSONAL ROLES
• Figurehead: All mangers are
required to perform that are
ceremonial and symbolic in
nature.
• Leader: All managers have a
leadership role which includes
hiring, training, motivating
employees, and disciplining
employees.
• Liaison: Contacting others
who provide the manger with
information.
INFORMATIONAL ROLES
• Monitor: All manger must
collect information from
outside organization.
• Disseminator: Mangers
transfer information received
to organization members.
• Spokesperson: Mangers
represent the organization to
outsiders.
DESISIONAL ROLES
• Entrepreneur: Mangers
initiate and oversee new projects
that will benefit the
organization.
• Disturbance handler:
Mangers take corrective action
in response to problems
• Resource allocator:
Managers are responsible for
allocating human, physical, and
monetary resources.
• Negotiator: Mangers discuss
issues and bargain with other to
gain advantages for their own
unit.
MANAGEMENT SKILLS
• Technical skills: the ability to apply
specialized knowledge or expertise.
• Human skills: the ability to work with,
understand and motivate other people, both
individually and in groups.
• Conceptual skills: the mental ability to
analyze and diagnose complex situations.
EFFECTIVE VS. SUCCESSFUL
MANAGERIAL ACTIVITIES
• Traditional Management: Decision making,
planning, and controlling.
• Communication: Exchanging routine information and
processing paper-work.
• Human Resource Management: Motivating,
disciplining, managing conflict, staffing and training.
• Networking: Socializing, politicking, and interacting
with outsiders.
DEFINE ORGANIZATION BEHAVIOR
A field of study that investigates the impact that
individuals, groups, and structure have on
behavior within organization, for the purpose of
applying such knowledge toward improving an
organization’s effectiveness.
DEPENDENT VARIABLE
• Dependent variable: a response that is affected by an independent
variable.
• Dependent variables in OB are:
• 1- Productivity
• 2-Absenteesim
• 3-Turnover
• 4- Deviant work place behavior
• 5- Organizational citizenship
• 6- Job satisfaction
1- Productivity: performance measure that include effectiveness and efficiency.
Effectiveness: achievement of goal
Efficiency: a ratio of effective output to the input required to achieve.
2- Absenteeism: the failure to report work-( it is a huge cost & disruption
to
employers).
3- Turnover: voluntary & involuntary permanent withdrawal from an organization.
(High turnover rate will increase: 1- recruiting 2- selection 3- training cost ).
4- deviant workplace behavior: ( it is also called, antisocial behavior or
workplace inactivity).
It is voluntary behavior that violates significant organizational norms &
in so doing, threating the well being of the organization or its members.
5- Organization 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.
6- Job satisfaction: the positive feeling about one’s job resulting from
a evaluation of its characteristics.
INDEPENDENT VARIABLE
• Independent variable: the presumed cause of some
change in a dependent variable.
• Organization behavior model levels:
1. Individual level variable.
2.
Group level variable.
3. Organization system level variable.