Organizational Behavior:

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Introduction

Definition
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Systematic study Careful application of knowledge Individuals and Groups

OB and Social Phenomenon

Organization as a Social Phenomenon
Theoretic al Macr o Level of Analysis Type of Analysis Applied (Practical)

Organizationa l Sociology (OS) Organizatio n Theory (OT) Decrease in Organization Productivi al ty Behavior

Strategic Management Change Manageme nt Human Resource Management

Mes o

Micr o

Sample of an Organization Chart

Consultation Firm-Apple Consultancy

Source: www.citehr.com / www.google.com

Management Skills
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Conceptual Skills Human skills Technical skills

Goals of Organizational Behavior

Predicti on

Explana tion

Control

Main Trends in Organizational Behavior

Globalization

Changing Workforce

Main Trends in OB

Empowering the Workforce Values and Ethics

Information Technology

Trend 1: Globalization
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Global companies:

Extend their activities Actively participate Compete New organizational structures Communication More competition More sensitivity to cultural differences

Implications of globalization:

Trend 2: Changing Workforce

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Primary and secondary diversity More women Different needs of Gen-X, Gen-Y, and babyboomers Diversity has advantages, but firms need to adjust through:

cultural awareness family-friendly empowerment

Trend 2: Changing Workforce

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Employment Relationship

employees perform many tasks, not a specific job no explicit or implicit contract for long-term employment working from home, usually with a computer connection to the office operate across space, time, and organizational boundaries; mainly communicate through electronic technologies

Contingent work

Telecommuting

Virtual teams

Trend 3: Empowering the Workforce

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Giving up Controls Delegating power Accepting Responsibility

Trend 4: Information Technology

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Affects how employees interact

Virtual teams Telecommuting Network structures -- alliance of several organizations

Affects how organizations are configured

Trend 5: Values and Ethics

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Values Attitudes, Perception Ethics Credibility, No laws

Dependent Variable in Organizational Behavior

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Job Satisfaction; Productivity; Absenteeism and Turnover; Organizational Identity; Organizational Involvement; Organizational Commitment; Organizational Citizenship Behavior.

Independent Variable and Levels of Analysis in Organizational Behavior

Individual Level

Collective Level

Evolution of the 21st-Century Manager

Past Managers

Future Managers

Primary Role

Order giver, privileged elite, manipulator, controller

Facilitator, team member, teacher, advocate, sponsor, coach

Learning & Knowledge

Periodic learning, narrow specialist

Continuous life-long learning, generalist with multiple specialties

Compensation Criteria Cultural Orientation

Time, effort, rank

Skills, results

Mono cultural, monolingual

Multicultural, multilingual

Evolution of the 21st-Century Manager

Past Managers Primary Source of Influence

Future Managers

Formal Authority

Knowledge (technical interpersonal)

View of People

Potential problem

Primary resource

Primary Communication Pattern

Vertical

Multidirectional

Decision Making Style

Limited input for individual decisions

Broad-based input for joint decisions

Evolution of the 21st-Century Manager

Past Managers

Future Managers

Ethical Considerations

Afterthought

Forethought

Nature of Interpersonal Relationships Primary Communication Pattern Approach to Change

Competitive (win-lose)

Cooperative (win-win)

Hoard and restrict access

Share and broaden access

Resist

Facilitate