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Introduction (ch 1)

Basic Concepts

• Organizations are complex • Human behavior sometimes unpredictable• Human behavior can be partially understood• No perfect solutions to organizational problems

• A systematic approach to understanding and managing organizational behavior is needed

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Understanding Organizational Behavior

Organizational behavior…

• The systematic study and careful application of knowledge about how people act within organizations

• Strives to find ways in which people can act more effectively

• Is an applied science• Provides a useful set of analysis tools

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Understanding Organizational Behavior

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Positive Characteristics of the OB Field

Interdisciplinary nature• Emerging base of research knowledge, models,

and conceptual frameworksGood, practical theoriesSupporting evidence through multiple methodsAcceptance by practicing managersNo quick fixes or reliance on fads

Practice

ResearchTheory

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Fundamental Concepts

Mutual Interest Provides a Subordinate Goal

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OB Equations

Knowledge x Skill = Ability

Attitude x Situation = Motivation

Ability x Motivation = Potential performance

Potential performance x Resources x Opportunity = Organizational results

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An Organizational Behavior System (ch. 2)

An organizational behavior system is…

• Purposely created and used• Regularly examined and updated• Requires an understanding of human behavior• Willingness to observe, learn and change

Typical outcomes…

• Performance• Employee satisfaction• Personal growth and development

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An Organizational Behavior System

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An Organizational Behavior System

Elements of the System

• Self Awareness and Acceptance• Fact and value premises• Vision• Mission• Goals

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Models of Organizational Behavior

Based on the theory of human behavior managers hold

• Theory X• Theory Y

Managers tend to act as they think

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Models of Organizational Behavior

Managerial paradigms…

• Influence managerial perceptions of the world • Define boundaries and for how to behave• Encourage resistance to change• Consciously or unconsciously affect one’s

behavior

New paradigms provide alternative ways of viewing the world and solving problems

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Model Characteristics

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Conclusions About the Models

Managerial Flexibility

• Managers must identify their current behavioral model

• It must be kept flexible and current• There is great danger is paradigm rigidity

Introspect

• Determine deeper reasons for perceptions, attitudes, and feelings

• Confidence and acceptance

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Model – Narrative or Illustrative (preferred)

Antecedent factors

• Preceding, potential causation, precursorBehaviors or Mediating factors

• Observable actions, identifiable thoughts or attitudes, intermediate issues or factors

Consequences or outcomes

• Resulting factors, tangible, perceptual, of importance to people and businesses

Moderating factors

• Outside influence that changes the nature of a relationship between two or more factors

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Practice

Think about an issue or problem observed or experienced with people working together

Define antecedents, behaviors, and outcomes

Model the issue and present it

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Methods of Investigation

Literature review

• Examine and summarize what existsCase Analysis

• Examine individual exampleComparative methods

• Examine and compare groups, samplesPsychometric research

• Operationalize and measure variables

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Methods of Investigation

Interviews

Questionnaires

Cases/scenarios with questions

Experiments in a controlled setting

Field observation and measurement

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Methods of Investigation

Data Types

• Categorical vs. Continuous

• Independent vs. Dependent variables

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Analysis based on data type

i n d e p e n d e n tCateg. Contin.

dep Categ. Cross-tab discriminant analysise Chi-squarend Contin. analysis of variance regression analysise Paired t-test correlation analysisnt (From Alreck and Settle, “The Survey Research Handook,” 2004)

Citing your work

• Hitt, M.A. (2000). The new frontier: Transformation of management for the new milenium. In F. Maidment (Ed.), Annual Editions: Organizational Behavior 02/03 (pp. 20-26).  Connecticut: McGraw-Hill/Dushkin.

• Hitt (2000) discusses the importance of understanding the driving forces of competition.

• Understanding driving forces will impact the nature of competition in business (Hitt, 2000).

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