2-Introduction to Organizational Behavior
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Transcript of 2-Introduction to Organizational Behavior
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WHAT IS ORGANIZATIONAL
BEHAVIOR
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Learning Objectives
After studying this chapter you should be able to: Demonstrate the importance of interpersonal skills in theworkplace.
Describe the managers 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 books OB
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The Importance of Interpersonal Skills
Understanding OB helps determine managereffectiveness Technical and quantitative skills are important
But leadership and communication skills are CRITICAL
Organizational benefits of skilled managers Lower turnover of quality employees Higher quality applications for recruitment Better financial performance
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What Managers Do
They get things done through other people.
Management Activities:
Make decisions Allocate resources Direct activities of others to attain goals
Work in an organization A consciously coordinated social unit composed of two or
more people that functions on a relatively continuous basisto achieve a common goal or set of goals.
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Management Functions
Control
Lead
Organize
Plan
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Management Functions: Plan
A process that includes defininggoals, establishing strategy, anddeveloping plans to coordinateactivities.
As managers advance, they do thisfunction more often.
Control
Lead
Organize
Plan
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Management Functions: Organize
Control
Lead
Organize
Plan
Determining what tasks are to bedone, who is to do them, how thetasks are to be grouped, whoreports to whom, and wheredecisions are to be made.
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Management Functions: Lead
Control
Lead
Organize
Plan
A function that includesmotivating employees, directingothers, selecting the mosteffective communicationchannels, and resolvingconflicts.
It is about PEOPLE!
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Management Functions: Control
Monitoring performance,comparing actual performancewith previously set goals, andcorrecting any deviation.
Control
Lead
Organize
Lead
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Discovered ten managerial roles
Separated into three groups:
Interpersonal Informational Decisional
Mintzbergs Managerial Roles
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Mintzbergs Managerial Roles: Interpersonal
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Mintzbergs Managerial Roles: Informational
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Mintzbergs Managerial Roles: Decisional
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Katzs Essential Management Skills
Technical Skills The ability to apply specialized
knowledge or expertise
Human Skills The ability to work with, understand,
and motivate other people, bothindividually and in groups
Conceptual Skills The mental ability to analyze and
diagnose complex situations
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Luthans Study of Managerial Activities
Is there a difference in frequency of managerial activity between effective and successful managers?
Four types of managerial activity: Traditional Management
Decision-making, planning, and controlling.
Communication Exchanging routine information and processing paperwork
Human Resource Management Motivating, disciplining, managing conflict, staffing and
training.
Networking Socializing, politicking, and interacting with others.
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Successful vs. Effective Allocation by Time
Managers who promoted faster (were successful) did differentthings than did effective managers (those who did their jobs well)
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Roles and Functions of Nurse Managers
Six Roles and Functions of the Nurse Manager, Who IsAccountable for:
Excellence in the clinical practice of nursing and thedelivery of patient care on a selected unit or area withinthe health care institutionManaging human, fiscal, and other resources needed to
manage clinical nursing practice and patient care
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Roles and Functions of NurseManagers
Facilitating development of licensed and unlicensednursing and health care personnel
Ensuring institutional compliance with professional,regulatory, and government standards of careStrategic planning as it relates to the unit(s) or area(s),department, and organization as a whole
Facilitating cooperative and collaborative relationshipsamong disciplines/departments to ensure effective,quality patient care delivery
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Levels of Management
First-Level Management
Middle-Level ManagementUpper-Level ManagementCharge NurseStaff Nurse
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Organizational Behavior
A field of study that investigates theimpact that individuals, groups,and structure have on behaviorwithin organizations, for thepurpose of applying suchknowledge toward improving anorganizations effectiveness.
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Intuition and Systematic Study
Gut feelings Individual observation Commonsense
Intuition
Looks at relationships Scientific evidence
Predicts behaviors
SystematicStudy
The two are complementary means of predicting behavior.
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An Outgrowth of Systematic Study
Pose amanagerialquestion
Search forbest availableevidence
Applyrelevant informationto case
Evidence-Based Management (EBM)
Basing managerial decisions on the best availablescientific evidence
Must think like scientists:
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Managers Should Use All Three Approaches
The trick is to know when to go with your gut. Jack Welsh
Intuition is often based on inaccurate informationFaddism is prevalent in managementSystematic study can be time-consuming
Use evidence as much as possible to inform your intuitionand experience. That is the promise of OB.
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Psychology
The science that seeks to measure, explain, andsometimes change the behavior of humans and otheranimals.
Unit of Analysis: Individual
Contributions to OB: Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal attitude
measurement Employee selection, work design, and work stress
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Social Psychology
An area within psychology that blends concepts frompsychology and sociology and that focuses on theinfluence of people on one another.
Unit of Analysis: Group
Contributions to OB: Behavioral change
Attitude change Communication Group processes Group decision making
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Sociology
Unit of Analysis:
-- Organizational SystemContributions to OB: Group dynamics Work teams
Communication Power Conflict Intergroup behavior
-- Group
Formal organization theory Organizational technology
Organizational change Organizational culture
The study of people in relation to their fellow humanbeings.
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Anthropology
Unit of Analysis:
-- Organizational SystemContributions to OB: Organizational culture Organizational environment
-- Group
Comparative values Comparative attitudes
Cross-cultural analysis
The study of societies to learn about human beings andtheir activities.
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Few Absolutes in OB
ContingencyVariable (Z)Independent Variable (X)
Dependent Variable (Y)
In American
Culture
Boss GivesThumbs Up
Sign
Understood asComplimenting
In Iranian orAustralianCultures
Boss GivesThumbs Up
Sign
Understood asInsulting - Up
Yours!
Situational factors that make the main relationshipbetween two variables change e.g., the relationshipmay hold for one condition but not another.
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Challenges and Opportunities for OB
Responding to Globalization Managing Workforce DiversityImproving Quality and ProductivityImproving Customer Service
Improving People SkillsStimulating Innovation and ChangeCoping with Temporariness Working in Networked Organizations
Helping Employees Balance Work-Life ConflictsCreating a Positive Work EnvironmentImproving Ethical Behavior
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Managing Workforce Diversity
The people in organizations are becoming more heterogeneous demographically Embracing diversity Changing Philippine demographics Changing management philosophy Recognizing and responding to differences
Disability
Gender
Age
NationalOrigin
Non-Christian
Race
DomesticPartners
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Developing an OB Model
A model is an abstraction of reality: a simplifiedrepresentation of some real-world phenomenon.Our OB model has three levels of analysis Each level is constructed on the prior level
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Types of Study Variables
Independent (X) The presumed cause of the
change in the dependentvariable (Y).
This is the variable that OBresearchers manipulate toobserve the changes in Y.
Dependent (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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Interesting OB Dependent Variables
Productivity Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) andefficiency (meeting goals at a low cost).
Absenteeism Failure to report to work a huge cost to employers.
Turnover Voluntary and involuntary permanent withdrawal from an
organization.
Deviant Workplace Behavior Voluntary behavior that violates significant organizational
norms and thereby threatens the well-being of theorganization and/or any of its members.
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More Interesting OB Dependent Variables
Organizational Citizenship Behavior (OCB) Discretionary behavior that is not part of an employees
formal job requirements, but that nevertheless promotes theeffective functioning of the organization.
Job Satisfaction A general attitude (not a behavior) toward ones job; a
positive feeling of one's job resulting from an evaluation of its characteristics.
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The Independent Variables
The independent variable (X) can be at any of these threelevels in this model:
Individual Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,individual learning and individual decision making.
Group Communication, group decision making, leadership and
trust, group structure, conflict, power and politics, and work
teams.Organization System
Organizational culture, human resource policies andpractices, and organizational structure and design.
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Outcomes Management Model
PHASE ONE:
Identify clinical problem -Identify baseline process
contributors-Identify population contributors
Identify desired outcome(s)
Identify instruments and datasources
Build database for project
Measure Baseline
PHASE TWO:
Review and critically appraiseevidence.
Synthesize findings and analyze gapbetween evidence-based andcurrent practice
Identify stakeholders in practicechange
Negotiate adoption of new practice(s)
Develop methods to supportstandardization of new practice(s)(e.g. protocols, order sets)
Adopt New Standard
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Outcomes Management Model
PHASE THREE:Educate clinicians and other
stakeholders about newpractice(s) to be adopted
Role model new practice(s) andserve as resource to troubleshootprocesses
Measure reliability of methods andimplement refinements as needed
Finalize process and outcomemeasurement methods
Begin Data Collection
PHASE FOUR:Close data collection cycle
Statistically analyze effect of newpractice(s) on clinicalproblem/desired outcome(s)
Share findings of analyses withinterdisciplinary stakeholders;identify confounders and reanalyzeas needed
Identify opportunities for additionalimprovement
Return to Phase Two
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OB Model
Independent
Variables (X)
DependentVariables (Y)
T h r e e
L e v e
l s
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Dichotomies Involved in Nursing Administration
N i g Ad i i t ti N tl d ithi
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Nursing Administration as Nestled withinNursing Practice
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Summary and Managerial Implications
Managers need to develop their interpersonal skills tobe effective.OB focuses on how to improve factors that makeorganizations more effective.The best predictions of behavior are made from acombination of systematic study and intuition.Situational variables moderate cause-and-effectrelationships which is why OB theories arecontingent.There are many OB challenges and opportunities formanagers today.Lecture is based on the contingent OB model.