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MGT233: OB: Course Instructor/coordinator
MGT233: OB: Course Instructor/coordinator
Course instructor/coordinator:
Dr. Raala Mohammed
Because learning changes everything. ®
Introduction to
the Field of
Organizational
Behavior
CHAPTER ONE
After completing this chapter, students should be
able to:
1. Define organizational behavior and
organizations.
2. Explain why organizational behavior
knowledge is important for you and for
organizations.
Learning 3. Discuss the anchors on which
organizational behavior knowledge is based.
Objectives 4. Summarize the workplace trends of
diversity and the inclusive workplace, work–
life integration, remote work, and emerging
employment relationships.
5. Describe the four factors that directly
influence individual behavior and
performance.
6. Summarize the five types of individual
behavior in organizations.
The Field of Organizational Behavior :1-1
Think
Organizational
OB Behavior definition
Do Feel
The Field of Organizational Behavior :1-1
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zati
ani
Org
The Field of Organizational Behavior :1-1
Environment
External
Teams
Organization
The Field of Organizational Behavior :1-1
Organizational Behavior Definition
• Groups of people who work
interdependently toward some purpose.
• Human beings.
• Communicate, coordinate, &
collaborate to achieve objectives.
Collective entities • Sharing materials, information, or
expertise.
PAGE 5
1-2: Why Organizational Behavior Is
Important?
• Performance
• Success
Organizational • Goodness
effectiveness • Health
• Competitiveness
• Excellence
1-2: Why Organizational Behavior Is
Important?
Open
system
OB knowledge
improves
Organizational
effectiveness
Human
Stakeholders capital
1-2: Why Organizational Behavior Is
Important?
Organizations as Open
Systems
Organizations are complex
organisms that “live” within an
external environment.
PAGES 10-11
Anchors of Organizational Behavior :1-3
Knowledge
Systematic research • Study organizations using systematic
anchor research methods
Psychological
Information
Sociologists
systems
OB
welcome
theories
Communica-
Marketing
tion
Knowledge
Single
outcome/solution
Variable effects rarely exists
depend on the (different
situation/people consequences to
People & work different
environment are conditions)
complex
Anchors of Organizational Behavior :1-3
Knowledge
The Multiple Levels of Analysis Anchor
Analyze what goes on in the organization
Organization
Need to look at
all levels Team
Individual
The Emerging Workplace Landscape :1-4
Integration
Relationships
The Emerging Workplace Landscape :1-4
Diversity and the Inclusive Workplace
• Inclusive workplace is a
workplace that values people of all
identities and allows them to be
fully themselves while contributing
to the organization.
o Organization: diversity is a valued
resource
o Individual: feel safe, engaged,
valued, authentic, listened to, and
respected.
o Collective: give diverse groups
voice
The Emerging Workplace Landscape :1-4
Diversity and the Inclusive Workplace
Surface Deep
Consequences of diversity
- Better decisions in complex situations
- Represent the community (customer needs)
- Better employee attitudes, team performance,
and favorable outcomes
- Moral and legal imperatives
- Communication problems
- Risk of dysfunctional conflict (sharing
information & satisfaction)
The Emerging Workplace Landscape :1-4
Work-Life Integration
Past Now
• Work 24/7
• Employees work for 8-9 • As a result of:
hours 1. Globalization: increase
• Separate personal time competition
from employment 2. IT: employer communication
The Emerging Workplace Landscape :1-4
Work-Life Integration
Success of
working
remotely
The Emerging Workplace Landscape :1-4
Employment Relationships
Full time
permanent
Part-time
Employment
relationship
On-call Casual
Seasonal
The Emerging Workplace Landscape
Consequences of Emerging Employment
: 1-4
Relationships
ADVANTAGES DISADVANTAGES
Increase employee performance, Teams (direct and agency workers)
but direct employment have weaker social networks that
results in less information sharing
Produce higher quality,
innovation, and agility Agency workers have lower job
satisfaction
Have lower turnover, higher
commitment, and more Outsource/agency and contract
involvement employees have low self-view and
role
Receive more organizational
investment (training, rewards) Hard to manage and guide by
organization management
MARS Model of Individual Behavior& :1-5
Performance
Direction
(path/goal)
Persistence Intensity
(length of time) (effort)
Motivation:
forces within a
person that
affect
MARS Model of Individual Behavior& :1-5
Performance
Ability
Challenge:
Match person’s abilities with the job’s requirements
Increase employee performance and well- Benefit of
being Person–job
match
1. Select applicants who already Strategy
demonstrate the required
competencies
2. Train employees who lack needed
knowledge or skills
3. Redesign the job: tasks within abilities
MARS Model of Individual Behavior& :1-5
Performance
Role Perceptions
Cues
Barriers
Warning signs
EXHIBIT 1.8 Five Types of Individual
Behavior in the Workplace
Types of Individual Behavior :1-6
Types of Individual Behavior :1-6
Task Performance
Absenteeism
Positive Negative
Help employee to recover soon, Shortage/loss employee’s skill &
taking care of family member, knowledge, increase workload,
weather condition is risky lower performance, poor customer
service, coworkers feel conflict &
injustice
Types of Individual Behavior :1-6
Maintaining Work at Attendance
Presenteeism
Showing up for work even though they are unwell, injured, Meaning
preoccupied by personal problems, or face dangerous
conditions getting to work.
Less productive, reduce coworkers’ productivity, worsen Effect
their health, & increase health & safety risks of coworkers.
End of Chapter One