eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter One
One

What Is Organizational
Behavior

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by
by Charlie
Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Define organizational behavior (OB).
2. Describe what managers do.
LEARNING

3. Explain the value of the systematic study of

OB.
4. List the major challenges and opportunities for
managers to use OB concepts.
5. Identify the contributions made by major
behavioral science disciplines to OB.

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 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
8. Identify the three levels of analysis in this
LEARNING

book’s OB model.

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 Where
Where Managers
Managers Work
Work

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.

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 What
What Managers
Managers Do
Do

Managers (or administrators)

Individuals who achieve goals through other people.

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

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 Management
Management Functions
Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading

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 Management
Management Functions
Functions (cont’d)
(cont’d)

Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

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 Management
Management Functions
Functions (cont’d)
(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.

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 Management
Management Functions
Functions (cont’d)
(cont’d)

Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

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 Management
Management Functions
Functions (cont’d)
(cont’d)

Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

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 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

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.
E X H I B I T 1–1

© 2005 Prentice Hall Inc. All rights reserved. 1–12

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(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.
E X H I B I T 1–1 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 1–13

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(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.
E X H I B I T 1–1 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 1–14

 Management
Management Skills
Skills (Robert
(Robert Katz)
Katz)

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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 Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans) -- Managerial
Managerial activities
activities

1.
1.Traditional
Traditionalmanagement
management
• •Decision making, planning, and controlling
Decision making, planning, and controlling
2.
2.Communication
Communication
• •Exchanging routine information and processing
Exchanging routine information and processing
paperwork
paperwork
3.
3.Human
Humanresource
resourcemanagement
management
• •Motivating, disciplining, managing conflict, staffing,
Motivating, disciplining, managing conflict, staffing,
and
andtraining
training
4.
4.Networking
Networking
• •Socializing, politicking, and interacting with others
Socializing, politicking, and interacting with others

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 Allocation
Allocation of
ofActivities
Activities by
by Time
Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, E X H I B I T 1–2

Real Managers (Cambridge, MA: Ballinger, 1988). E X H I B I T 1–2

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 Enter
Enter Organizational
Organizational Behavior
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.

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 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
© 2005 Prentice Hall Inc. All rights reserved. 1–19
Replacing
Replacing Notions
Notions with
with Systematic
Systematic

Preconceived The
Notions ≠ Facts

Replacing
Replacing Myth
Myth with
with Science
Science

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 Toward
Towardan
anOB
OBDiscipline
Discipline

E X H I B I T 1–3
E X H I B I T 1–3

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field

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)
E X H I B I T 1–3 (cont’d)

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Sociology
The study of people in relation to their social environment.

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

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(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)
E X H I B I T 1–3 (cont’d)

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(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)
E X H I B I T 1–3 (cont’d)

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Political Science
The study of the behavior of individuals and groups
within a political environment.

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

© 2005 Prentice Hall Inc. All rights reserved. 1–26

 Source: Drawing by Handelsman in
The New Yorker, Copyright © 1986
by the New Yorker Magazine.
Reprinted by permission.

E X H I B I T 1–4
E X H I B I T 1–4

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 There
ThereAre
Are Few
FewAbsolutes
Absolutes in
in OB
OB

Contingency variables
Situational factors: variables that moderate
the relationship between two or more other
variables and improve the correlation.

x Contingency
Variables y
© 2005 Prentice Hall Inc. All rights reserved. 1–28
 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
p
p
Managers
Managerstoday
todayface
faceaalot
lotof
ofchallenges
challenges
Understanding
UnderstandingOB OBconcepts
conceptsprovides
providesopportunities
opportunities to
tomanagers
managers
to
tohave
haveinsights
insightsand
and offer
offersolutions
solutionstotothe
thechallenges
challenges

 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
Implications for managers
• Recognizing and responding to differences

© 2005 Prentice Hall Inc. All rights reserved. 1–29

 Major
Major Workforce
Workforce Diversity
Diversity Categories
Categories

Gender
Gender
National
National
Disability
Disability Origin
Origin

Age
Age
Non-Christian
Non-Christian
Race
Race
Domestic
Domestic
Partners
Partners

E X H I B I T 1–5
E X H I B I T 1–5

© 2005 Prentice Hall Inc. All rights reserved. 1–30

 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 Improving Quality and Productivity
– Quality management (QM)
– Process reengineering

Quality management (QM)

– The constant attainment of customer satisfaction through the
continuous improvement of all organizational processes.
– Requires employees to rethink what they do and become more
involved in workplace decisions.
Process reengineering
– Asks managers to reconsider how work would be done and their
organization structured if they were starting over.
– Instead of making incremental changes in processes, reengineering
involves evaluating every process in terms of its contribution.

OB provides insights to work thru these changes

© 2005 Prentice Hall Inc. All rights reserved. 1–31
 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 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

© 2005 Prentice Hall Inc. All rights reserved. 1–32

 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (cont’d)
(cont’d)
 Improving People Skills
 Empowering People
 Stimulating Innovation
 Coping with “Temporariness” (overcome resistance to change)
 Working in Networked Organizations
 Helping Employees Balance Work/Life Conflicts
 Improving Ethical Behavior

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 Basic
Basic OB
OB Model,
Model, Stage
Stage II

Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.

E X H I B I T 1–7
E X H I B I T 1–7

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 The
The Dependent
Dependent Variables
Variables

Dependent variable
A response that is affected by an independent variable.

x
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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Productivity
A performance measure that includes
effectiveness and efficiency.

Effectiveness
Achievement of goals.

Efficiency
The ratio of effective
output to the input
required to achieve it.

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Absenteeism
The failure to report to work.

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(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.

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Deviant workplace behavior

(DWB)
Antisocial behavior that or
workplace incivility that violates the
norms and threatens the well being
of the of the organization or its
members.

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.

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 The
The Independent
Independent Variables
Variables

Independent variable
The presumed cause of some change in the dependent
variable.

Independent
Independent
Variables
Variables

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables

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 Basic
BasicOBOB
Model,
Model,
Stage
StageIIII

E X H I B I T 1–8
E X H I B I T 1–8

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 Summary
Summary
OB is concerned with the study of what people do at
work and how it effects the organization’s
performance

OB can be best understood at 3 levels :Individual-

Level Variables, Group-Level Variables and
Organization System-Level Variables

The Independent variables at the three levels are the

major determinants of Productivity, Absenteeism,
Turnover, OCB, DWB and Job satisfaction
1–43
 Summary
Summary

The objective of learning OB is to build

knowledge on Variables that have an impact on
Productivity, Absenteeism, Turnover, OCB, DWB
and Job satisfaction

The outcome of learning OB is to apply this

knowledge to improve an organization’s
effectiveness.

OB focuses on improving productivity, reducing

absenteeism and turnover, and increasing
employee citizenship and job satisfaction
1–44
Summary:
Summary: Implications
Implications for
for managers
managers

Managers need to develop their

interpersonal, or people skills to be effective
in their jobs.

People are different, therefore managers

need to look at OB in a contingency
framework, using situational variables to
explain cause-and-effect relationships.

1–45
 Summary:
Summary: Implications
Implications for
for managers
managers

OB provides specific insights to :

Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior

1–46