CHAPTER 1

INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

HUMAN BEHAVIOR IN ORGANIZATION

Chapter Learning Objectives

After studying this chapter you should be able to:

Define organizational behavior. Identify the functions that comprise the management

process and relate them to organizational behavior. Relate organizational behavior to basic managerial

roles and skills. Describe contemporary organizational behavior. Discuss contextual perspectives on organizational

behavior.

What is Organizational Behavior?

Organizational behavior (OB) is the study of: Human behavior in organizational settings The interface between human behavior and the

organization The organization itself

Figure 1.1 The Nature of Organizational Behavior

The Importance of Organizational Behavior

Organizations can have a powerful influence on our lives: Most people are born and educated in organizations Most people acquire most of their material

possessions from organizations Most people die as members of organizations Many of our activities are regulated by governmental

organizations Most people spend most of their lives in organizations

Why Study OB?

Studying organizational behavior can clarify factors that affect how managers manage by: Describing the complex human context of organizations Defining the associated opportunities, problems, challenges,

and issues Isolating important aspects of the manager’s job Offering specific perspectives on the human side of

management The behaviors of others in the organization

Personal needs, motives, behaviors, feelings and career dynamics Attitudinal processes, individual differences, group dynamics, inter

group dynamics, organization culture, power, and political behavior Interactions with people outside of the organization and

other organizations The environment, technology, and global issues

Functions of Management

Planning – is the process of determining an organization’s desired future position and the best means of getting there.

Organizing – is the process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units.

Leading – is the process of getting organization’s members to work together toward the organization’s goals.

Controlling – is the process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals.

Organizational Behavior and the Management Process

Organizational Behavior and the Manager’s Job

Basic Managerial Roles:

Interpersonal Informational Decision-Making

Important Managerial Roles

Critical Managerial Skills

Technical Skills necessary to accomplish specific tasks within the organization

Interpersonal Skills used to communicate with, understand, and motivate individuals and groups

Conceptual Skills used in abstract thinking

Diagnostic Skills to understand cause-effect relationships and to recognize optimal solutions to problems

Managerial Skills at Different Organizational Levels

Contemporary Organizational Behavior

Characteristics of the Field Interdisciplinary in focus (Several other fields of

study) Descriptive in nature (Describe rather than predict)

Basic Concepts of the Field Individual processes Interpersonal processes Organizational processes/characteristics

The Framework for Understanding Organizational Behavior

The Systems Perspective

System An interrelated set of elements that function as a

whole—inputs are combined/transformed by managers into outputs from the system.

Value of the Systems Perspective Underscores the importance of an organization’s

environment Conceptualizes the flow and interaction of various

elements of the organization.

The Situational Perspective

The Situational Perspective Recognizes that most organizational situations and

outcomes are influenced by other variables

The Universal Model Presumes a direct cause-and-effect linkage between

variables Complexities of human behavior and organizational

settings make universal conclusions virtually impossible

The Systems Approach to Organizations

Universal Versus Situational Approach

Interactionalism: People and Situations

 Interactionalist Perspective

Focuses on how individuals and situations interact continuously to determine individuals’ behavior

Attempts to explain how people select, interpret, and change various situations.

The Interactionalist Perspective on Behavior in Organizations

Managing for Effectiveness

Managers work toward accomplishing the various goals (outcomes) that exist at specific levels in an organization:

Individual-level outcomes (individual behavior and attitudes and stress)

Group-level outcomes Organizational-level outcomes (financial performance)

Managing for Effectiveness