ROBBINS/JUDGE 13th Edition

Presented by : Dr. Azza El Bendary

Chapter One

What Is Organizational Behavior?

What is Organization/ Behavior?

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.

Behavior:
A response of an individual or group to an action, environment, person, or stimulus.

What is Organization Behavior?

OB is 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 organizations effectiveness.

Management Functions
Planning : defining goals,
establishing strategy, developing plans to coordinate activities

Organizing: determining what tasks

be done, who is to do them, how the tasks are to be grouped, reporting line

Leading: motivating employees,

directing others, selecting the most effective communicating channels, resolving conflicts

Controlling: monitoring

activities to ensure that they are being accomplished as planned and correcting and significant deviations

Management Roles
Figurehead Leader Liaison

Interpersonal Roles

Informational Roles

Monitor Disseminator Spokesperson

Decisional Roles

Entrepreneur Disturbance handler Resource allocator Negotiator role

Three Essential Management Skills

Technical Skills

Human Skills

Conceptual Skills

Group Discussion

Professional Wheel Exercise

Effective Versus Successful Managerial Activities

Fred Luthans & associatesmanagers engage in four managerial activities Traditional management: decision making, planning & controlling Communication: routine information & paperwork Human resource management: motivating, disciplining, staffing, etc. Networking: socializing, politicking, interacting with outsiders

Effective Versus Successful Managerial Activities

Successful managers those promoted most quickly Networking - largest relative contribution to success Human resource management -least relative contribution Effective managers performance & commitment to employees Communicationlargest relative contribution Networkingleast relative contribution

Allocation of activities by Time Exhibit 1-2

Complementing Intuition with Systematic Study

Intuition a gut feeling not necessarily supported by research Making decisions with incomplete information

Evidence-Based Management approach that complements systematic studies managers decisions should be based on scientific evidence (ex.

Surveys, researches)

Disciplines that contribute to the OB Field

Psychology: the science that seeks to measure, explain, change the behavior of human beings Social Psychology: an area of psychology that blends concepts from psychology & sociology that focuses on the influence of people on one another Sociology: the study of people in relation to their social environment Anthropology: The study of societies to learn about human beings and their activities

Exhibit 1-3 Toward an OB Discipline

Challenges & Opportunities for OB

Responding to Globalization: No more national borders Burger King is owned by a British firm, McDonalds sells in Moscow , 75 % of Exxon Mobile sales outside U.S. Nokia recruits from India & China in Finland. Auto industry build cars outside their borders : Volkswagen in Mexico, Mercedes & BMW in South Africa.

Challenges & Opportunities for OB globalization

increased foreign assignments working with people from different cultures movement of jobs to countries with low cost labor managing people during the war on terror/ political change ex. revolutions

Challenges & Opportunities for OB Managing workforce diversity

mix of age, gender, race embracing diversity accepting differences

Challenges & Opportunities for OB

Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and change Helping Employees Balance Work-Life Creating a Positive Work Environment Improving Ethical Behavior

OB Basic Model
A model is an abstraction of reality, A simplified representation of some real- world phenomenon. We better understand OB as we move from one level to the other. Each level is constructed on the previous level.

Developing an OB Model
Dependent Variables
A response that is affected by an independent variable

Independent Variables
The presumed cause of some change in a dependent variable

Productivity Absenteeism Turnover Deviant Workplace Behavior Organizational Citizenship Behavior Job Satisfaction

Individual-Level Variables Group-Level Variables Organizational System-Level Variables

Developing Interpersonal Skills

Interpersonal Skills
The skills used by a person to properly interact with others. In the business domain, it refers to an employee's ability to get along with others while getting the job done. Interpersonal skills include everything from communication and listening skills to attitude and deportment. Good interpersonal skills are a prerequisite for many positions in an organization.

It refers to character traits possessed by an individual rather than skills that can be taught in a classroom.

The Importance of Interpersonal Skills

Interpersonal skilled managers:
better work environment attracting good calibers employees leave managers not organizations

Group Exercise
What are the interpersonal skills of a good Manger?

Attributes of a Good Boss

Skills Knowledge

What is competency?

A learned capability based on Emotional Intelligence that results in outstanding performance

Attitude

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Study is based on Daniel Golemans EIC Model

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EI Competencies
Personal Competence Self Awareness
Emotional Self-awareness Accurate Self-assessment Self Confidence

Social Competence Social Awareness

Empathy

Self Management
Emotional Self-control Transparency Adaptability

Relationship Management
Influence Inspirational leadership Developing others Change catalyst Conflict Management Teamwork and collaboration

Organizational awareness
Service orientation

Achievement Orientation
Initiative Optimism

RM-Influence

RM-Inspirational

RM-Change catalyst

RM-Conflict Management

RM-Developing others

SA-Service

SM-Initiative

SM-Optimism

Employees Performance is affected by leaders emotional intelligence

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Why some people function better than others?

IQ is considered a threshold competence, a minimum capability that all must have.

Once you are in a group of similar IQs , IQ will no longer distinguish you in a group.
IQ takes second position to emotional intelligence in determining performers.

IQ + EQ = Success

Chapter Three

Exhibit 3-1 page 110

Exibit 3-2

Exibit 3-3

Exhibit 3-4 Active

EXIT

VOICE

Destructive NEGLECT LOYALTY

Constructive

Passive

Exhibit 3-5