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Managing Organizational Behavior
Moorhead & Griffin
Introduction to Organizational
Behavior
Chapter 1
Islamic Azad University
Lecturer: Dr. Ehsan Sadeh
Ph.D. in Management / Asst. Professor
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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
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1.1 The Nature of Organizational Behavior
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The Importance of Organizational Behavior
• Organizations can have a powerful influence on
our lives:
–Most people are born and educated in organizations
–Most people achieve 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
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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
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Why Study OB? (cont’d)
• Studying OB helps managers understand:
–The behaviors of others in the organization
• Personal needs, motivations, behaviors, feelings and career
dynamics
• 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
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Organizational Behavior and
the Management Process
• Management
Functions
–Planning
–Organizing
–Leading
–Controlling
• Resources Used
by Managers
–Human
–Financial
–Physical
–Information
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Functions of Management
Planning Determining an organization’s desired
future position and the best means of
getting there
Organizing Designing jobs, grouping jobs into units,
and establishing patterns of authority
between jobs and units
Leading Getting organizational members to work
together toward the organization’s goals
Controlling Monitoring and correcting the actions of
the organization and its members to keep
them directed toward their goals
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1.2 Basic Managerial Functions
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Organizational Behavior and
the Manager’s Job
Interpersonal Informational Decision-Making
Basic Managerial Roles
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1.1 Important Managerial Roles
Category Role Example
Interpersonal Figurehead Attend employee retirement ceremony
Leader Encourage workers to increase productivity
Liaison / connector Coordinate activities of two committees
Informational Monitor Scan business publications for information
about competition
Disseminator Send out new policies
Spokesperson announce
Decision Making Entrepreneur Develop idea for new product
Disturbance handler Resolve problems
Resource allocator Allocate budget requests
Negotiator Settle new labor contract
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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
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1.3 Managerial Skills at Different Organizational Levels
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Contemporary Organizational Behavior
Perspectives
on
Organizational
Behavior
Systems Perspective
Situational Perspective
Interactional
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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
–Highlights the importance of an organization’s
environment
–Conceptualizes the flow and interaction of various
elements of the organization.
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The Situational Perspective
• The Situational Perspective
–Recognizes that most organizational situations and
outcomes are influenced by other variables
• The Universal Model
–Assumes a direct cause-and-effect linkage between
variables
–Complexities of human behavior and organizational
settings make universal conclusions impossible
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1.5 The Systems Approach to Organizations
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1.6 Universal Versus Situational Approach
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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.
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1.7 The Interactionalist Perspective on Behavior in Organizations
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Managing for Effectiveness
• Managers work toward accomplishing the
various goals (outcomes) that exist at
specific levels in an organization:
–Individual-level outcomes
–Group-level outcomes
–Organizational-level outcomes
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1.8 Managing for Effectiveness