ORGANIZATIONAL BEHABIOR

CHAPTER ONE
1) Define organizational behavior?
An: Organizational behavior is a field of study that investigates the impact that
individuals, groups and structure have on behavior within organizations for the purpose
of applying such knowledge toward improving an organizations effectiveness.
2) Demonstrate the importance of interpersonal skills in the workplace.
An: Interpersonal skills are important because of:
• Better interpersonal skills result in lower turnover of quality employees and
higher quality applications for recruitment.
• It fosters social responsibility awareness.
3) Manager: An individual who achieves goals through other people.
4) Organization: A consciously coordinated social unit, composed of two or more people,
that functions on a relatively continuous basis to achieve a common goal or set of goals.
5) List and define managers functions?
➢ Planning: A process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.
➢ Organizing: Determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be
made.
➢ Leading: A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving conflicts.
➢ Controlling: Monitoring activities to ensure they are being accomplished as
planned and correcting any significant deviations.
6) List and define managers Skills
❖ Technical skills: The ability to apply specialized knowledge or expertise.
❖ Human skills: The ability to work with, understand, and motivate other people,
both individually and in groups.
❖ Conceptual skills: The mental ability to analyze and diagnose complex
situations.

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7) Managers roles
Role Description

Interpersonal

Figurehead Symbolic head; required to perform a number of routine duties of a legal or

social nature.
Leader Responsible for the motivation and direction of employees

Liasion Maintains a network of outside contacts who provide favors and information

Informational

Monitor Receives a wide variety of information; serves as nerve center of internal and
external information of the organization
Spokesperson Transmits information to outsiders on organizations plans, policies, actions and
results; serves as expert on organizations industry
Decisional

Enterpreneur Search organization and its environment for opportunities and initiates projects
to bring about change
Disturbance handler Responsible for corrective action when organization faces important unexpected
disturbances
Resource allocator Makes or approves significant organizational decisions

Negotiator Responsible for representing the organization at major negotiations.

8) Identify the challenges and opportunities of OB Concepts.

A. Responding to economic pressure
B. Responding to globalization
C. Managing workforce diversity
D. Improving customer service
E. Improving people skills
F. Working in networked organizations

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G. Using special media at work
H. Enhancing employee well-being at work
I. Creating a positive work environment
J. Improving ethical behavior
9) Input: variables that lead to processes.
10) Processes: Actions that individuals, groups, and organizations engage in as a result of
inputs and that lead to certain outcomes.
11) Outcomes: Key factors that are affected by some other variables.
12) Outcome variables
• Attitudes and stress
• Task performance
• Organizational citizenship behavior
• Withdrawal behavior
• Group cohesion
• Group functioning
• Productivity
• Survival
13) Stress: An unpleasant psychological process that occurs in response to environmental
pressures.
14) task performance: The combination of effectiveness and efficiency at doing core job
tasks.
15) organizational citizenship behavior (OcB): Discretionary behavior that contributes to
the psychological and social environment of the workplace.
16) withdrawal behavior: The set of actions employees take to separate themselves from the
organization.
17) group cohesion: The extent to which members of a group support and validate one
another while at work.
18) group functioning: The quantity and quality of a group’s work output.
19) Productivity: The combination of the effectiveness and efficiency of an organization.
20) Effectiveness: The degree to which an organization meets the needs of its clientele or
customers.

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21) Efficiency: The degree to which an organization can achieve its ends at a low cost.
22) organizational survival: The degree to which an organization is able to exist and grow
over the long term.

23) Implications for managers

1. Resist the inclination to rely on generalizations; some provide valid in-sights into
human behavior, but many are erroneous.
2. Use metrics rather than hunches to explain cause-and-effect relationships.
3. Work on your interpersonal skills to increase your leadership potential.
4. Improve your technical skills and conceptual skills through training and staying
current with OB trends like big data.
5. OB can improve your employees’ work quality and productivity by showing you
how to empower your employees, design and implement change programs,
improve customer service, and help your employees balance work–life conflicts.