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Chapter 1
What is Organizational Behavior?
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Learning Objectives
Demonstrate the importance of interpersonal skills in the workplace.
Describe the manager’s functions, roles, and skills.
Define organizational behavior (OB).
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that contribute to OB.
Demonstrate why there are few absolutes in OB.
Identify the challenges and opportunities managers have in applying OB concepts.
Compare the three levels of analysis in this book’s OB model.
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The Importance of Interpersonal Skills
What is interpersonal skills?
Why it is needed?
It is very important but not enough … why?
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What Managers Do?
Manager
Organization
They get things done through other people
A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
Management Functions
Planning Organizing
Leading Controlling
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What Managers Do?
Management Roles
Interpersonal Roles
Informational Roles
Decisional Roles
Figurehead Leader Liason
Monitor Disseminator Spokesperson
EntrepreneurDisturbance
HandlerResource Allocator
Negotiator
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What Managers Do?
Management Skills
Technical Skills
Human Skills
Conceptual Skills
The ability to apply specialized knowledge or expertise
The ability to work with, understand, and motivate other people, both individually and in groups
The mental ability to analyze and diagnose complex situations
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What Managers Do?
Effective Versus Successful Managerial Activities
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Enter Organizational Behavior
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
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Complementing Intuition with Systematic Study
Systematic Study
Evidence Based Management
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
Basing managerial decisions on the best available scientific evidence
Intuition A gut feeling not necessarily supported by research
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Disciplines that Contribute to the OB Field
Psychology
Social Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another
Sociology
AnthropologyThe study of societies to learn about human beings and their activities
The study of people in relation to their social environment or culture
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There are Few Absolutes in OB
Why there are few absolutes in OB?
Because of situational factors that make the main relationship between two variables change … e.g., the relationship may hold for one condition but not
another
Contingency Variables
Situational Factors
Variable that moderate the relationship between two or more other variables
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Challenges and Opportunities for OB
1 Responding to Globalization
2 Managing Workforce Diversity
3 Improving Quality and Productivity
4 Improving Customer Service
5 Improving People Skills
6 Stimulating Innovation and Change
7 Coping with “Temporariness”
8 Working in Networked Organizations
9 Helping Employees Balance Work-Life Conflicts
10 Creating a Positive Work Environment
11 Improving Ethical Behavior
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Coming Attractions: Developing an OB Model
A model
Abstraction of reality, or a simplified representation of some real-world phenomenon
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Coming Attractions: Developing an OB Model
The Independent Variables (X) The Dependent Variables (Y)
The presumed cause of the change in the dependent variable (Y)
This is the variable that OB researchers manipulate to observe the changes in Y
This is the response to X (the independent variable)
It is what the OB researchers want to predict or explain The interesting variable!
X → Y → Predictive Ability
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Coming Attractions: Developing an OB Model
The Dependent Variables The Independent Variables
Productivity
Absenteeism
Individual – Level Variables
Organization System – Level Variables
Turnover
Deviant Workplace Behavior
Organizational Citizenship Behavior
Job Satisfaction
Group – Level Variables
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Coming Attractions: Developing an OB Model
Toward A contingency OB Model
Independent Variables (X)
Dependent Variables (Y)