Organizational Behavior

Session IChapters 1, 2, & 3

Chapter 1 Learning

ObjectivesDefine organizational behavior (OB)

Demonstrate the importance of interpersonal skills in the workplace

Describe the manager’s functions, roles, and skills

Show the value to OB of systematic study

Identify the major behavioral science disciplines that contribute to OB

Demonstrate why few absolutes apply to OB

Identify the challenges and opportunities managers have in applying OB concepts

Compare the three levels of analysis in this book’s model

What is Organizational

Behavior?A field of study from 3-perspectivesindividual

group

organization

A manager must understand all the factors associated with these three areas

What is Organizational

Behavior?Behavior is NOT wholly unpredictablehow people act

why people act as they do

how to predict and manage behavior

Organizational Behavior (OB) is more thancommon sense

intuition

soothsaying

Why is Interpersonal

Skills Important? Until the late 1980s, business school curricula emphasized on:

the technical aspects of managementeconomics

accounting

finance

quantitative techniques

Today, business faculty realize the role that understanding human behavior plays in determining a manager’s effectiveness

Successful manager’s must possess strong interpersonal skills

What Managers Do

Manager = an individual who achieves goals through other people by:

making decisions

allocating resources

directing activities of other to attain goals

Managers plan, organize, lead, and control

Management Functions

Planningdefining an organization's goals

establishing a strategy to achieve those goals

develop plans to integrate and coordinate activities

Organizingdetermine what task are to be done

responsibility

who reports to whom

where decisions are to be made

Management Functions

Leadingmotivate

direct activities

select communication channels

resolve conflicts

Controllingmonitor

compare

correct

Management Skills

Technical Skills

Human Skills

Conceptual Skills

Effective vs. Successful Managerial Activities

13% / 19%

11% / 26%

28% / 44%

48% / 11%

Allocation of Activities by TimeSuccessful / Effective Managers

Traditional man-agementHuman resource managementCommunicationNetworking

Success & Effectiveness = Strong Interpersonal Skills

Behavioral Science

Disciplines Psychologystudy of problems, such as, fatigue, leadership effectiveness, motivational forces, decision-making processes

Social Psychologystudy change, such as, changing attitudes, building trust, group behavior, power, & conflict

Sociology study of people, such as, organizational culture, formal organization theory and structure, communications

Anthropology study of societies, such as, fundamental values, attitudes

Challenges and Opportunities for

OBResponding to economic pressures

Responding to Globalization

Improving customer service80% of employees work in service jobs in the U.S.

73% in Australia, 69% in U.K. , 68% in Germany, 65% in Japan

Helping employees balance work-life conflicts

Creating a positive work environment

Improving ethical behavior