Chapter 1 Introduction to Organizational Behavior : © 2005 Prentice-Hall 1-1 Chapter 1 Introduction to Organizational Behavior Essentials of Organizational Behavior, 8/e
Stephen P. Robbins
After reading this chapter, you should be able to: : © 2005 Prentice-Hall 1-2 After reading this chapter, you should be able to: Define Organizational Behavior (OB)
Identify the primary behavioral disciplines contributing to OB
Describe the three goals of OB
List the major challenges and opportunities for managers to use OB concepts
Describe how OB concepts can help make organizations more productive
After reading this chapter, you should be able to: : © 2005 Prentice-Hall 1-3 After reading this chapter, you should be able to: Discuss why workforce diversity has become an important issue in management
Explain how managers and organizations are responding to the problem of employee ethical dilemmas
Discuss how a knowledge of OB can help managers stimulate organizational innovation and change
Slide 4 : © 2005 Prentice-Hall 1-4 Organizational Behavior - systematic study of the actions and attitudes that people exhibit within organizations
Slide 5 : © 2005 Prentice-Hall 1-5 The field of OB seeks to replace intuitive explanations with systematic study
Slide 6 : © 2005 Prentice-Hall 1-6 Systematic study - the use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect
Determinants of Employee Performance : © 2005 Prentice-Hall 1-7 Determinants of Employee Performance Productivity
Absenteeism
Turnover
Organizational citizenship : © 2005 Prentice-Hall 1-8 Organizational citizenship Discretionary behavior
Not part of an employee's formal job requirements
Promotes the effective functioning of the organization
Examples of Organizational Citizenship : © 2005 Prentice-Hall 1-9 Examples of Organizational Citizenship Helping others on one's work team
Volunteering for extra job activities
Avoiding unnecessary conflicts
Making constructive statements about one's work group and the overall organization
Job Satisfaction : © 2005 Prentice-Hall 1-10 Job Satisfaction There’s a link between satisfaction and productivity.
Satisfaction appears to be negatively related to absenteeism and turnover.
Managers have a humanistic responsibility to provide their employees with jobs that are challenging, intrinsically rewarding, and satisfying.
Organization : © 2005 Prentice-Hall 1-11 Organization Consciously coordinated social unit
Composed of two or more people
Functions on a continuous basis to achieve a common goal
Characterized by formal roles that define the behavior of its members
Contributing Disciplines : © 2005 Prentice-Hall 1-12 Psychology seeks to measure,explain, and change behavior Sociology studies people in relation to their fellow human beings Social psychologyfocuses on the influence of peopleon one another Anthropology is the study of societies
to learn about human beings and their activities Political science is the study of the behavior of individuals and groups within
a political environment Contributing Disciplines
Goals of Organizational Behavior : © 2005 Prentice-Hall 1-13 Goals of Organizational Behavior Explain, predict, and control human behavior
Challenges and Opportunities for OB : © 2005 Prentice-Hall 1-14 Challenges and Opportunities for OB Typical employee is getting older
More women and minorities in the workplace
Global competition is requiring employees to become more flexible
Historical loyalty-bonds that held many employees to their employers are being severed
Responding to Globalization : © 2005 Prentice-Hall 1-15 Responding to Globalization Increased Foreign Assignments
Working with People from Different Cultures
Coping with Anti-Capitalism Backlash
Overseeing Movement of Jobs to Countries with Low-cost Labor
Managing Diversity : © 2005 Prentice-Hall 1-16 Managing Diversity Workforce diversity -organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation
Diversity Implications : © 2005 Prentice-Hall 1-17 Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.
Improving Quality and Productivity : © 2005 Prentice-Hall 1-18 Improving Quality and Productivity Quality management
Process reengineering
Quality Management : © 2005 Prentice-Hall 1-19 Quality Management Intense focus on the customer
Concern for continual improvement
Improvement in the quality of everything the organization does
Accurate measurement
Empowerment of employees
Process Reengineering : © 2005 Prentice-Hall 1-20 Process Reengineering Evaluating process in terms of contribution to goals
Inefficient processes thrown out and new systems introduced Redefines jobs and requires most employees to undergo training
OB Insights : © 2005 Prentice-Hall 1-21 OB Insights Improving People Skills
Improving Customer Service
Empowering People
Working in Networked Organizations
Stimulating Innovation and Change
OB Insights : © 2005 Prentice-Hall 1-22 OB Insights Coping with “Temporariness”
Helping Employees Balance Work/Life Conflicts
Declining Employee Loyalty
Improving Ethical Behavior
Levels of OB Analysis : © 2005 Prentice-Hall 1-23 Levels of OB Analysis Individual Level Group Level Organization System Level
Summary : © 2005 Prentice-Hall 1-24 Summary Defined Organizational Behavior (OB)
Identified the primary behavioral disciplines contributing to OB
Described the three goals of OB
Listed the major challenges and opportunities for managers to use OB concepts
Described how OB concepts can help make organizations more productive
Summary : © 2005 Prentice-Hall 1-25 Summary Discussed why workforce diversity has become an important issue in management
Explained how managers and organizations are responding to the problem of employee ethical dilemmas
Discussed how a knowledge of OB can help managers stimulate organizational innovation and change