Organizational

Behavior
Spring 2024
BS-CS 2A, 2B, 2C and 2D

Noor Ali
Noor.Ali@dsu.edu.pk
+92 300 022 6818
Course Topics
1. Introduction to Organizational Behavior and its Importance
2. Diversity in Organizations
3. Attitudes and Job Satisfaction
4. Emotions and Moods
5. Personality and Values
6. Perception and Individual Decision Making
7. Motivation Concepts
8. Foundations of Group Behavior
9. Leadership Theories
10. Power and Politics
11. Conflict and Negotiation
12. Foundations of Organizational Structure
 Recommended Books

• Robbins, Stephen P. Organizational Behavior, 14th or the

latest edition. (New Jersey Prentice Hall, Inc., 2001)

• Luthans, Fred. Organizational Behavior, Latest Edition.

(NewYork: Mac Graw Hill, Inc., 1995)
Chapter ONE

What Is
Organizational
Behavior?
 After studying this chapter, you
should be able to:
OBJECTIVES

1. Describe what managers do

2. Define organizational behavior (OB)
3. Identify the contributions made by major
behavioral science disciplines to OB
4. List the major challenges and opportunities for
LEARNING

managers to use OB concepts

Organizational Behavior

Organizational Behavior (OB)

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 organization’s
effectiveness
What is an Organization?

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
What Managers Do
Managers (or Administrators)
Individuals who achieve goals through other people

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities to others to attain goals

Management Functions

Planning Organizing

Management
Functions

Controlling Leading
Management Functions (cont’d)

Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities
Management Functions (cont’d)

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
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts
Management Functions (cont’d)

Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations
 Mintzberg’s Managerial Roles
There are ten managerial roles identified by Henry
Mintzberg

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1
by H. Mintzberg. Reprinted by permission of Pearson Education.
 Mintzberg’s Managerial Roles
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
 Mintzberg’s Managerial Roles
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
Management 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
Effective Versus Successful
Managerial Activities (Luthans)

1. Traditional Management
• Decision making, planning, and controlling
2. Communication
• Exchanging routine information and processing
paperwork
3. Human Resource Management
• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
• Socializing, politicking, and interacting with others
Allocation of Activities by Time
The Creation of a Global Village

“If u want to work effectively with the people

having different culture, you will need to
understand the cultural differences that might
require managers to modify their practices”
Contributing Disciplines to the OB field

SOCIAL
PSYCHOLOGY SOCIOLOGY
PSYCHOLOGY

POLITICAL
ANTHROPOLOGY
SCIENCE
Psychology
“The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals”

E X H I B I T 1–3 (cont’d)
Sociology

“The study of people in relation to their fellow human beings”

E X H I B I T 1–3 (cont’d)
Social Psychology

“An area within psychology that blends concepts from

psychology and sociology and that focuses on the influence
of people on one another”

E X H I B I T 1–3 (cont’d)
Anthropology

“The study of societies to learn about human beings and

their activities”

E X H I B I T 1–3 (cont’d)
Political Science

“The study of the behavior of individuals and groups within a

political environment”
Challenges and Opportunities for OB

• Responding to Globalization
• Increased foreign assignments
• Working with people from different cultures
• Overseeing movement of jobs to countries with low-cost labor

• Managing Workforce Diversity

• Embracing diversity
• Changing U.S. demographics
• Implications for managers
• Recognizing and responding to differences
Major Workforce Diversity Categories

Gender
National
Disability Origin

Age
Religion
Race

Domestic
Partners

E X H I B I T 1–4
Challenges and Opportunities for OB

• Improving Quality and Productivity

• Quality management (QM)
• Process reengineering
• Responding to the Labor Shortage
• Changing work force demographics
• Fewer skilled laborers
• Early retirements and older workers
• Improving Customer Service
• Increased expectation of service quality
• Customer-responsive cultures
Basic OB Model
Model
An abstraction of reality
A simplified representation of
some real-world phenomenon

Organization Systems
Level

Group Level

Individual Level
The Dependent Variables

Dependent Variable
A dependent variable is affected by change in one or
more independent variables
Dependent variables in OB are productivity, absenteeism,
turnover, job satisfaction etc.
The Dependent Variables
(cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency

Effectiveness
Achievement of goals

Efficiency
Meeting goals at a low cost
The Dependent Variables
(cont’d)

Absenteeism
The failure to report to work

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization
The Dependent Variables
(cont’d)

Deviant Workplace Behavior

Voluntary behavior that violates
significant organizational norms and
thereby threatens the well-being of the
organization and/or any of its members
The Dependent Variables
(cont’d)

Organizational Citizenship Behavior

(OCB)
Discretionary behavior that is not part of an
employee’s formal job requirements, but that
nevertheless promotes the effective
functioning of the organization
The Dependent Variables
(cont’d)

Job Satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job
The Independent Variables

Independent variables in OB are intelligence,

motivation, experience, personality, leadership styles,
selection methods, bonus and incentives etc.
The Independent Variables
Independent variables (X) and their implications on
dependent variables (Y)

Example 1: (X = Motivation, Y = )

Example 2: (X = Personality trait (Narcissism) , Y= )

Example 3: (X = Organizational Practices, Y= )

Example 4: (X= Leadership , Y= )

The Independent Variables
Independent variables (X) and their implications on
dependent variables (Y)

Example 1: (X = Motivation, Y = Productivity)

Example 2: (X = Personality trait (Narcissism) , Y= Absenteeism, Turnover)

Example 3: (X = Organizational Practices, Y= Job Satisfaction)

Example 4: (X= Leadership , Y= Organizational Citizenship Behavior)

Bottom line: OB is for Everyone

• Organizational behavior is not just for managers

• OB applies equally well to all situations in which you

interact with others) on the cricket ground, the grocery
store, school, or at home