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Chapter 1
Introducing OrganizationalBehavior
People Make the
Difference
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Copyright 2008 John Wiley & Sons, Inc. 1-2
Chapter Study Questions
What is organizational behavior and why isit important?
What are organizations like as worksettings?
What is the nature of managerial work?
How do we learn about organizationalbehavior?
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What is organizational behavior
and why is it important?
Organizational behavior
Study of human behavior in organizations.
A multidisciplinary field devoted tounderstanding individual and group behavior,interpersonal processes, and organizationaldynamics.
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What is organizational behavior
and why is it important?
Scientific methods models
simplified views of reality that attempt to identifymajor factors and forces underlying real-worldphenomenon
Link independent variables with dependentvariables
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Figure 1.1
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What is organizational behavior
and why is it important?
Scientific thinking is important to OB because:
Process of data collection is controlled andsystematic
Proposed explanations are carefully tested
Only explanations that can be scientificallyverified are accepted
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What is organizational behavior
and why is it important?
Contingency approach
researchers identify how different situations canbe best understood and handled
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What is organizational behavior
and why is it important?
Modern workplace trends
Commitment to ethical behavior
Importance of human capital Demise of command and control
Emphasis on teamwork
Pervasive influence of information technology
Respect for new workforce expectations
Changing definition of jobs and career
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Organizations as Work Settings
Organization
a collection of people working together in adivision of labor to achieve a common purpose.
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Organizations as Work Settings
The core purpose of an organization is thecreation of goods and services.
Mission statements focus attention on thecore purpose.
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Organizations as Work Settings
Strategy
comprehensive plan that guides organizationsto operate in ways that allow them tooutperform their competitors.
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Figure 1.2
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Stakeholders
People, groups, and institutions having aninterest in an organizations performance
Interests of multiple stakeholders sometimesconflict
Organizations as Work Settings
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Organizations as Work Settings
Organizational culture
the shared beliefs and values that influence thebehavior of organizational members.
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Figure 1.3
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Organizations as Work Settings
Constructive culture
members are encouraged to work together in ways thatmeet higher order human needs
Passive/defensive culture members tend to act defensively in their working
relationships
Aggressive/defensive culture
members tend to act forcefully in their workingrelationships to protect their status and positions
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Organizations as Work Settings
Workforce diversity
describes the presence of individual differencesbased on gender, race and ethnicity, age, able-
bodiedness, and sexual orientation
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Organizations as Work Settings
Multiculturalism
refers to pluralism and to respect for diversityand individual differences
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What is the nature of managerial
work?
Manager
someone whose job it is to directly support thework efforts of others
Effective manager
one whose team consistently achieves its goalswhile members remain capable, committed,
and enthusiastic
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What is the nature of managerial
work?
Task performance
quality and quantity of the work produced bythe work unit as a whole
Job satisfaction
how people feel about their work and the worksetting
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What is the nature of managerial
work?
The management process.
Planning
Organizing
Leading
Controlling
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Figure 1.4
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What is the nature of managerial
work?
The nature of managerial work.
Managers work long hours.
Managers are busy people.
Managers are often interrupted.
Managerial work is fragmented and variable.
Managers work mostly with other people.
Managers spend a lot of time communicating.
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Figure 1.5
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What is the nature of managerial
work?
Managerial skills and competencies
Skill
an ability to translate knowledge into action thatresults in a desired performance.
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What is the nature of managerial
work?
Technical skill
ability to perform specialized tasks
Human skill ability to work well with other people
Conceptual skill
capacity to analyze and solve complex andinterrelated problems
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What is the nature of managerial
work?
Emotional intelligence
ability to understand and deal with emotions
Self-awareness Self-regulation
Motivation
Empathy Social skill
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What is the nature of managerial
work?
Moral Management
Immoral manager
Amoral manager Moral manager
Ethics mindfulness
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Figure 1.6
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How do we learn about
organizational behavior?
Learning an enduring change in behavior that results
from experience.
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How do we learn about
organizational behavior?
Life-long learning
learning continuously from day-to-day workexperiences, advice from mentors and training
seminars and workshops
Organizational learning
process of acquiring knowledge and utilizing
information to adapt successfully to changingcircumstances.
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Figure 1.7