Download What is Organizational Behavior?

Introduction to Organizational
Behavior
What’s OB?
Organizational Behavior Defined
• Organizational Behavior (OB)
▫ The study of what people think, feel and do in and around
organizations
• Organizations
▫ Groups of people who work interdependently toward some
purpose
 Structured patterns of interactions
 Coordinated tasks
 Work toward some purpose
What is Organizational Behavior?
• Definition: The study of human behavior, attitudes,
and performance in organizations.
• Value of OB: Helps people attain the competencies
needed to become effective employees, team
leaders/members, or managers
• Competency = an interrelated set of abilities,
behaviors, attitudes, and knowledge needed by an
individual to be effective in most professional and
managerial positions
Organizational Behavior in Context
Organizational
Behavior
(Micro)
(Meso)
Organizational
Theory
(Macro)
Value System
Personality
Emotions
Behavior Perceptions
Motivation
Learning Styles
Physical Attributes
Cognitions
Teams Conflict
Stress Leadership
Structure
Culture
Organizational
Development
Industry
Environment Organizational
Change
Why Study Organizational Behavior
Understand
organizational
events
Influence
organizational
events
Organizational
Behavior
Research
Predict
organizational
events
Organizational Behavior Anchors
Multidisciplinary
Anchor
Organizational
Behavior
Anchors
Multidisciplinary Anchor
Traditional Disciplines
Psychology
Sociology
Anthropology
Economics
Industrial engineering
Relevance to OB Topics
Drives, perception, attitudes, personality, stress, conflict,
emotions, leadership
Teams, roles, socialization, communication, power, structures
Culture, structure, intergroup conflict, coalition formation,
power and politics, decision-making, organizational
environments
Decision-making, negotiation, power
Job design, productivity, work measurement
Emerging Disciplines
Communications
Information systems
Marketing
Woman’s studies
Knowledge management, e-mail, socialization
Team dynamics, decision-making, knowledge management
Knowledge management, creativity, decision-making
Power, perceptions, diversity
Contributing Disciplines to the
OB Field
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
Contributing Disciplines to the
OB Field (cont’d)
Sociology
The study of people in relation to their fellow human beings.
Contributing Disciplines to the
OB Field (cont’d)
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 (cont’d)
Anthropology
The study of societies to learn about human beings and their
activities.
Organizational Behavior Anchors
Multidisciplinary
Anchor
Organizational
Behavior
Anchors
Systematic
Research
Anchor
Systematic Research Anchor
• Scientific Method
▫
▫
▫
▫
▫
Understand, predict and control
Provide precise and operational definitions
Use reliable and valid measures
Follow systematic methods
Ensure results are cumulative
Organizational Behavior Anchors
Multidisciplinary
Anchor
Organizational
Behavior
Anchors
Systematic
Research
Anchor
Contingency
Anchor
Contingency Anchor
• “It depends” factors
▫ Idea that a particular action may have different consequences
in different situations and with different individuals
• Discovering
▫ Which “conditions” apply to understand behavior and
organizational events
Organizational Behavior Anchors
Multidisciplinary
Anchor
Organizational
Behavior
Anchors
Multiple Levels
of Analysis
Anchor
Systematic
Research
Anchor
Contingency
Anchor
Multiple Levels of Analysis Anchor
Organizational
processes
Team
processes
Individual
processes
Organizational Behavior Anchors
Multidisciplinary
Anchor
Open Systems
Anchor
Organizational
Behavior
Anchors
Multiple Levels
of Analysis
Anchor
Systematic
Research
Anchor
Contingency
Anchor
Open Systems Anchor
• Open systems
▫ Organizations that take their sustenance from the environment
and, in turn, affect that environment through their output
Open Systems Anchor of OB





Need to monitor and adapt to environment
External environment -- natural and social conditions
outside the organization
Receive inputs from environment; transform them into
outputs back to the environment
Stakeholders – anyone with a vested interest in the
organization
Organizations consist of interdependent parts
(subsystems) that need to coordinate
Open Systems Anchor of OB
Feedback
Feedback
Feedback
Feedback
Knowledge Management
Defined
Any structured activity that
improves an organization’s
capacity to acquire, share, and
use knowledge for its survival
and success
Intellectual Capital
Human Capital
Knowledge that people
possess and generate
Structural Capital
Knowledge captured in
systems and structures
Relationship
Capital
Value derived from satisfied
customers, reliable suppliers,
etc.
Knowledge Management Processes
Knowledge
acquisition
Knowledge
sharing
Knowledge
use
• Hiring talent
• Communication
• Awareness
• Acquiring firms
• Communities of
practice
• Freedom to apply
• Individual learning
• Experimentation
Seven Foundation Competencies of
OB

Managing Self

Managing Communication

Managing Diversity

Managing Ethics

Managing Across Cultures

Managing Teams

Managing Change
Definition of the
Managing Self Competency
• Involves the ability to assess your own strengths
and weaknesses, set and pursue professional and
personal goals, balance work and personal life, and
engage in new learning (including new or modified
skills, behaviors, and attitudes)
Core Abilities of the
Managing Self Competency
• Understand the personality and attitudes of yourself and
others
• Perceive, appraise, and interpret accurately yourself, others,
and the immediate environment
• Understand and act on your own and others work-related
motivations and emotions
• Assess and establish developmental, personal/life-related,
and work-related goals
• Take responsibility for managing yourself and your career
Definition of the
Managing Communication Competency
• Involves the ability to use all the modes of
transmitting, understanding, and receiving ideas,
thoughts, and feelings, (verbal, listening,
nonverbal, written, electronic, etc.) for accurately
transferring and exchanging information and
emotions
Core Abilities of the
Managing Communication Competency
• Convey information, ideas, and emotions so they are
received as intended
• Provide constructive feedback
• Engage in active listening
• Use and interpret nonverbal communication effectively
• Engage in effective verbal communication
• Engage in effective written communication
• Effectively use electronic communication resources
Definition of the
Managing Diversity Competency
• Involves the ability to value unique individual and
group characteristics, embrace such characteristics
as potential sources of organizational strength, and
appreciate the uniqueness of each individual
Major Workforce Diversity
Categories
Gender
National
Origin
Disability
Age
Non-Hindu
Race
Domestic
Partners
Changing Workforce and Diversity
First
language
Life
 Workforce
has increasing
experiences
Religion
Occupation
Ethnicity
diversity along several
Geographic
dimensions
Race
location

Marital
status
Sexual
orientation

Parental
status
Gender
Work
style
Primary categories
Mental/
 gender, Behavioral
age, ethnicity, etc.
physical
ability
style
Secondary categories
 some control over (e.g.
Age
Education
education,
marital status)
Income
Work
experience
Core Abilities of the
Managing Diversity Competency
• Foster an environment of inclusion for all
• Learn from others with different characteristics,
experiences, perspectives, and backgrounds
• Embrace and support diversity
• Work with others because of their talents and
contributions, rather than personal attributes
• Provide leadership in addressing diversity-based
conflicts
• Apply diversity laws, regulations, and organizational
policies related to your position
Selected Categories of Diversity*
• Primary Categories:
Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
▫ Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
• Secondary categories:
Learned characteristics that a
person acquires and modifies throughout life
▫ Education, work experience, income, marital status,
religious beliefs, geographic location, parental status,
behavioral style
Definition of the
Managing Ethics Competency
• Involves the ability to incorporate values and
principles that distinguish right from wrong in
making decisions and choosing behaviors
Ethics
• Definition: Values and principles that distinguish right
from wrong. NOT IN TEXT: Ethics are often based upon
laws, organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
• Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.
Core Abilities of the
Managing Ethics Competency
• Identify and describe the principles of ethical decision
making and behavior
• Assess the importance of ethical issues in actions
• Apply laws, regulations, and organizational rules in
making decisions and taking action
• Demonstrate dignity and respect for others
• Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations
Definition of the
Managing Across Cultures Competency
• Involves the ability to recognize and embrace
similarities and differences among nations and
cultures and then approach key organizational and
strategic issues with an open and curious mind
▫ Culture = the dominant pattern of living, thinking, and
believing that is developed and transmitted by people,
consciously or unconsciously, to subsequent generations
▫ Cultural values = those consciously and subconsciously
deeply held beliefs that specify general preferences,
behaviors, and define what is right and wrong.
Core Abilities of the
Managing Across Cultures Competency
• Understand, appreciate, and use cultural factors that
can affect behavior
• Appreciate the influence of work-related values on
decisions, preferences, and practices
• Understand and motivate employees with different
values and attitudes
• Communicate in the local language
• Deal effectively with extreme conditions in foreign
countries
• Utilize a global mindset (use a worldwide perspective to
constantly assess threats or opportunities)
Individualism*
as a Work-Related Value
• Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
• In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform
to other’s expectations
• Such cultures include the United States, Australia, New
Zealand and the United Kingdom
• Example: “Stand on your own two feet!”
Collectivism*
as a Work-Related Value
• Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in
exchange for loyalty
• Cultures that emphasize collectivism are characterized by a
tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units,
a sense of belonging, a desire for harmony, with group
goals being viewed as more important than individual
goals, and a concern for face-saving
• Such cultures include Japan, China, Venezuela, and
Indonesia
• Example: “The nail that sticks up gets hammered down!”
Definition of the
Managing Teams Competency
• Involves the ability to develop, support, facilitate,
and lead groups to achieve organizational goals
Core Abilities of the
Managing Teams Competency
• Determine when and how to use teams
• Set clear performance goals directly or participatively
• Define responsibilities and tasks directly or
participatively
• Show accountability for goal achievement
• Use appropriate decision-making methods
• Effectively manage conflicts
• Assess performance and take corrective action as
needed
Definition of the
Managing Change Competency
• Involves the ability to recognize and implement
needed adaptations or entirely new transformations
in the people, tasks, strategies, structures, or
technologies in a person’s area of responsibility
Core Abilities of the
Managing Change Competency
• Apply the other six competencies in pursuit of needed
•
•
•
•
changes
Provide leadership in planned change
Diagnose pressures for and resistance to change
Use the systems model and relevant processes to
facilitate change
Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement
Purpose of OB: Intellectual Capital
• Human Capital
▫ KSAOs of employees (e.g., knowledge, education, experience,
skill, abilities)
• Social Capital
▫ Relationships of employees (e.g., networks, connections,
friends)
• Structural Capital
▫ Knowledge captured and retained in organizational systems
and structures
Trends in Organizational
Behavior
Trends in OB
• Globalization
• Information Technology
• Changing Workforce
• Emerging Employment Relationships
• Workplace Values and Ethics
Globalization
• Defined
▫ Economic, social, and cultural connectivity with people in
other parts of the world
• Effects of globalization
▫
▫
▫
▫
New organizational structures
Different forms of communication
More diverse workforce.
More competition, mergers, work intensification and demands
for work flexibility
Changing Workforce
• U.S. Descriptive Statistics within 50 years
▫ 14% African American
▫ 1 of 4 employees will be Hispanic
▫ 8% Asian American
• 50% of paid workforce = women
• Age issues
 Older staying, younger coming in
 Clash of generational ties!
Changing Workforce Implications
• Leverage diversity advantage
• Adjust to the new workforce
Employment Relationships

Work-life balance



Contingent work


Number one indicator of career success
Priority for many young people looking for new jobs
No explicit or implicit contract for long-term employment,
or minimum hours of work can vary in a nonsystematic
way
Employability


“New deal” employment relationship
Continuously learn new skills
Employability vs Job Security
Job Security
Employability
• Lifetime job security
• Limited job security
• Jobs are permanent
• Jobs are temporary
• Company manages
career
• Career selfmanagement
• Low emphasis on skill
development
• High emphasis on skill
development
Virtual Work
Using information technology to perform one’s
job away from the traditional physical workplace

Telecommuting (telework)


Working from home, usually internet connection to
office
Virtual teams

Operate across space, time, and organizational
boundaries with members who communicate mainly
through electronic technologies
Challenges and Opportunities for OB
• Responding to Globalization
▫
▫
▫
▫
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash
Overseeing movement of jobs to countries with
low-cost labor
▫ Managing people during the war on terror.
• Managing Workforce Diversity
▫ Embracing diversity
▫ Changing U.S. demographics
▫ Implications for managers
 Recognizing and responding to differences
Challenges and Opportunities for
OB (cont’d)
• Improving Quality and Productivity
▫ Quality management (QM)
▫ Process reengineering
• Responding to the Labor Shortage
▫ Changing work force demographics
▫ Fewer skilled laborers
▫ Early retirements and older workers
• Improving Customer Service
▫ Increased expectation of service quality
▫ Customer-responsive cultures
Challenges and Opportunity for
OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life
Conflicts
• Improving Ethical Behavior
• Managing People during the War on Terrorism
•
•
•
•
•
•
Basic OB Model, Stage I
Model
An abstraction of reality.
A simplified representation of some
real-world phenomenon.
Basic OB
Model,
Stage II
Thank you