BANKING UNIVERSITY OF HCMC

FACULTY OF BUSINESS ADMINISTRATIO

ORGANIZATIONAL
BEHAVIOR
Major field: Management
Đặng Trương Thanh Nhàn. MBA
TP.HCM 2018
 LEARNING OBJECTIVES
1. Provide basic knowledge for students to analyze, explain and
predict human behavior and the effects of organizational
behavior while performing tasks in the organization. The study
on organizational behavior is conducted based on three levels:
the individual, the group and the organization.

2. Improve skills in managning and utilizing human resources

efficiently in the organization based on the study of
organizational behavior.
 CONTENTS
1. Overview of organizational behavior

2. Individual processes

3. Work motivation

4. Group processes

5. Managing organzational design, culture

and change

3
 REFERENCES

1. Stephen.P.Robins & Timothy A.Judge (2013).

Organizational Behavior (15ed). Pearson Education,
Prentice Hall.
2. Schermerhorn, Hunt, Osborn & Uhl-Bien (2010).
ORGANIZATIONAL BEHAVIOR 11th
 Organizational behavior research lines
Organizational system
Organizational level
change
Organizational
structure
Organizational
culture Group
level
Leader The goals of
organizational
behavior
Conflict Group structure Communication Group decision research

1 / Performance
Biographical characteristics 2 / Absence
Motivation 3 / Turnover
4 / Satisfaction
Personality
Individual
decision
Value, attitude Perception making

Individual
level Ability Learning
5
 CHAPTER 1:
ORGANIZATIONAL BEHAVIOUR

1-6
 CONTENT OF CHAPTER 1
1.1. Concept and the importance
1.1.1. Definition of organizational behavior
1.1.2. The importance of organizational behavior research
1.2. Goals and research methods of organizational behavior
1.2.1. Goals
1.2.2. Research methods
1.3. Organization’s characteristics
1.4. Relationship between management and organizational
behavior
1.5. Organizational behavior and ethics

1-7
 The significance of interpersonal skills

• Understand how organizational behavior helps

determine manager effectiveness
– Technical and quantitative skills are important
– But leadership and communication skills are critical
• Benefits for organizations Hiểu cách hành vi của tổ chức
– Lower turnover rate of quality employees của người quản lý
+ Kỹ năng kỹ thuật và định lượng
– Higher quality applications for recruitment + Nhưng kỹ năng lãnh đạo và gia
– Better financial performance Lợi ích cho tổ chức
+ Tỷ lệ thay thế nhân viên chất lư
+ Các ứng dụng tuyển dụng chất
+ Hiệu quả tài chính tốt hơn

1-8
 What managers do?
• They get things done through other
people. Các
+ Ra
• Management activities include: + Ph
– Making decisions + Hư
nhằ
– Allocate resources Định
– Direct activities of others to attain Một
goals. thức
hoạ
• Definition of organization: tục đ
tập
– 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. 1-9
 What is an organization?

People
Distinct purpose
Deliberate structure

• Mọi người
• Mục đích khác biệt
• Cấu trúc cố ý

1-10
 Management functions
• Plan
o A process that includes defining
goals, establishing strategy, and Kế h
developing plans to coordinate Một
activities. thiết
hoạc
• Organize Tổ c
Xác
o Determining what tasks are to be hiện
done, who is to do them, how the sẽ đ
tasks are to be grouped, who cho
reports to whom, and where
decisions are to be made.

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 Management functions
• Lead
o A function that includes motivating
Dẫn
employees, directing others, Một
selecting the most effective cho
communication channels, and khác
resolving conflicts. quả
Điều
• Control Theo
thực
o Monitoring performance, và s
comparing actual performance
with previously set goals, and
correcting any deviation.

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 Mintzberg’s managerial roles
10 roles in 3 groups
• Interpersonal
Figurehead, Leader, and Liaison
• Informational
Monitor, Disseminator, Spokesperson
• Decisional
Entrepreneur, Disturbance Handler, Resource
Allocator, and Negotiator.

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 Katz’s 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.
 Definition of Organizational
Behavior
o 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
on organization’s effectiveness (Robbins and Judge, 2013).

o It is an academic discipline devoted to understanding

individual and group behavior, interpersonal processes and
organizational dynamics with the goal of improving the
performance of organizations and the people in them
(Schermerhorn et al., 2010).

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 Nature of organizational
behavior
• Study of individuals and groups in organizations.
• The study of what people think, feel and do in and
around organizations
• Emphasizes high performance organizations, ways
to increase job satisfaction and performance among
employees
• Occurs in a global context.
• Dimensions of individual and group behavior.
• Nature of organizations.
• Core processes.

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 Why do we study organizational behavior
o Success isn’t a destination – it’s a process. And the
margin between successes is often small. Learn the
principles of defining and achieving success in your
own life and begin the journey today.
o This journey begins with understanding the behaviors
between the leader, the followers, and the
organization.

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 Intuition and systematic study
o Intuition
• “Gut” feeling
• Individual observation
• Common sense
o Systematic study
• Looks at relationships
• Scientific evidence
• Predicts behaviors
• The two are complementary means of predicting behavior.
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An Outgrowth of Systematic Study
Evidence-Based Management (EBM)
 Basing managerial decisions on the best
available scientific evidence.
 Must think like scientists:
o Pose a managerial question
o Search for best available evidence
o Apply relevant information to case

1-19
 Managers Should Use All Three Approaches
The trick is to know when to go with your gut.
– Jack Welsh
• Intuition is often based on inaccurate information
• Systematic study can be time-consuming
Use evidence as much as possible to inform your intuition
and experience. That is the promise of OB.

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 Four contributing disciplines
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
• Unit of Analysis: Individual
• Contributions to OB:
o Learning, motivation, personality, emotions, perception
o Training, leadership effectiveness, job satisfaction
o Individual decision making, performance appraisal,
attitude measurement
o Employee selection, work design, and work stress

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 Four contributing disciplines
Social psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another.
• Unit of Analysis: Group
• Contributions to OB :
o Behavioral change
o Attitude change
o Communication
o Group processes
o Group decision making
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 Four contributing disciplines
Sociology
The study of people in relation to their fellow human beings.
• Unit of Analysis: Group
• Contributions to OB:
o Group dynamics o Formal organization
o Work teams
o Communication theory
o Power o Organizational
o Conflict technology
o Intergroup behavior o Organizational change
o Organizational culture

1-23
 Four contributing disciplines
Anthropology
The study of societies to learn about human beings and their
activities.
• Unit of Analysis: Organizational system
• Contributions to OB:
o Organizational culture o Comparative values
o Organizational o Comparative
environment
attitudes
o Cross-cultural
analysis

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 Few absolutes in OB
Situational factors that make the main
relationship between two variables change
Contingency Independent Dependent
Variable (Z) Variable (X) Variable (Y)
In American Culture Boss Gives Understood as
“Thumbs Up” Sign Complimenting

In Iranian or Boss Gives Understood as

Australian Cultures “Thumbs Up” Sign Insulting

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 Challenges and Opportunities for OB
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Improving Customer Service
• Improving People Skills
• Stimulating Innovation and Change
• Coping with Temporariness
• Working in Networked Organizations
• Helping Employees Balance Work-Life Conflicts
• Creating a Positive Work Environment
• Improving Ethical Behavior

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 Challenges and Opportunities for OB
• Responding to Globalization
– Increasing foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with low-cost labor
– Managing people during the war on terror
• Managing workforce diversity
– Embracing diversity
– Changing demographics
– Management philosophy changes
– Recognizing and responding to differences

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 Developing an OB model

• A model is an abstract of reality: a simplified

representation of some real-world phenomenon.
• OB model has three levels of analysis: Each level is
constructed on the prior level
Individual
Group
Organizational system

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Phát triển mô hình OB

1-29
 Types of Study Variables
Independent (X) Dependent (Y)
• The presumed cause of • This is the response to X
the change in the (the independent
dependent variable (Y). variable).
• This is the variable that • It is what the OB
OB researchers researchers want to
manipulate to observe predict or explain.
the changes in Y. • The interesting variable!

X → Y → Predictive ability

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 Interesting OB dependent variables
• Productivity
Transforming inputs to outputs at lowest cost. Includes the concepts of
effectiveness (achievement of goals) and efficiency (meeting goals at a low
cost).
• Absenteeism
Failure to report to work – a huge cost to employers.
• Turnover
Voluntary and involuntary permanent withdrawal from an organization
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.
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 Interesting OB dependent variables

• 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.
• Job Satisfaction
A general attitude (not a behavior) toward one’s job; a positive feeling
about one's job resulting from an evaluation of its characteristics.

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 The independent variables
The independent variable (X) can be at any of these three
levels in this model:
• Individual
– Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation, individual
learning and individual decision making.
• Group
– Communication, group decision making, leadership and trust,
group structure, conflict, power and politics, and work teams.
• Organizational system
– Organizational culture, human resource policies and
practices, and organizational structure and design.
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 Summary and Managerial
Implications
• Managers need to develop their interpersonal skills to be
effective.
• OB focuses on how to improve factors that make
organizations more effective.
• The best predictions of behavior are made from a
combination of systematic study and intuition.
• Situational variables moderate cause-and-effect
relationships – which is why OB theories are contingent.
• There are many OB challenges and opportunities for
managers today.
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