eleventh edition organizational behavior stephen p robbins Chapter 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 © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: Define organizational behavior (OB) Describe what managers Explain the value of the systematic study of OB List the major challenges and opportunities for managers to use OB concepts Identify the contributions made by major behavioral science disciplines to OB © 2005 Prentice Hall Inc All rights reserved 1–3 O B J E C T I V E S (cont’d) LEARNING After studying this chapter, you should be able to: Describe why managers require a knowledge of OB Explain the need for a contingency approach to the study of OB Identify the three levels of analysis in this book’s OB model © 2005 Prentice Hall Inc All rights reserved 1–4 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 © 2005 Prentice Hall Inc All rights reserved 1–5 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 © 2005 Prentice Hall Inc All rights reserved 1–6 Management Management Functions Functions Planning Planning Organizing Organizing Management Management Functions Functions Controlling Controlling © 2005 Prentice Hall Inc All rights reserved Leading Leading 1–7 Management Management Functions Functions (cont’d) (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities © 2005 Prentice Hall Inc All rights reserved 1–8 Management Management Functions Functions (cont’d) (cont’d) Organizing Determining what tasks are to be done, who is to them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made © 2005 Prentice Hall Inc All rights reserved 1–9 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 © 2005 Prentice Hall Inc All rights reserved 1–10 There There Are Are Few Few Absolutes 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 © 2005 Prentice Hall Inc All rights reserved Contingency Variables y 1–28 Challenges Challenges and and Opportunities Opportunities for for OB OB  Responding to Globalization – – – – Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with lowcost labor  Managing Workforce Diversity – Embracing diversity – Changing U.S demographics – 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 Origin Origin Disability Disability Age Age Non-Christian Non-Christian Race Race Domestic Domestic Partners Partners © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1–5 E X H I B I T 1–5 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  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 1–31 What What Is Is Quality Quality Management? Management? Intense focus on the customer Concern for continuous improvement Improvement in the quality of everything the organization does Accurate measurement Empowerment of employees © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1–6 E X H I B I T 1–6 1–32 Improving Improving Quality Quality and and Productivity Productivity  Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes – Requires employees to rethink what they 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 © 2005 Prentice Hall Inc All rights reserved 1– 33 Challenges Challenges and and Opportunity Opportunity for for OB OB (cont’d) (cont’d)  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 © 2005 Prentice Hall Inc All rights reserved 1–34 Basic Basic OB OB Model, Model, Stage Stage II Model An abstraction of reality A simplified representation of some real-world phenomenon © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1–7 E X H I B I T 1–7 1–35 The The Dependent Dependent Variables Variables Dependent variable A response that is affected by an independent variable y © 2005 Prentice Hall Inc All rights reserved x 1– 36 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 © 2005 Prentice Hall Inc All rights reserved 1–37 The The Dependent Dependent Variables Variables (cont’d) (cont’d) Absenteeism The failure to report to work Turnover © 2005 Prentice Hall Inc All rights reserved The voluntary and involuntary permanent withdrawal from an organization 1–38 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 © 2005 Prentice Hall Inc All rights reserved 1–39 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 © 2005 Prentice Hall Inc All rights reserved 1–40 The The Independent Independent Variables Variables Independent variable The presumed cause of some change in the dependent variable Independent Independent Variables Variables Individual-Level Individual-Level Variables Variables Group-Level Group-Level Variables Variables © 2005 Prentice Hall Inc All rights reserved Organization Organization System-Level System-Level Variables Variables 1–41 Basic BasicOB OB Model, Model, Stage StageIIII © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1–8 E X H I B I T 1–8 1–42 [...]... Hall Inc All rights reserved 1 16 Allocation Allocation of of Activities Activities by by Time Time © 2005 Prentice Hall Inc All rights reserved Source: Based on F Luthans, R.M Hodgetts, and S.A Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 19 88) E X H I B I T 1 2 E X H I B I T 1 2 1 17 Enter Enter Organizational Organizational Behavior Behavior Organizational behavior (OB) A field of study... accomplished as planned and correcting any significant deviations © 2005 Prentice Hall Inc All rights reserved 1 11 Mintzberg’s Mintzberg’s Managerial Managerial Roles Roles © 2005 Prentice Hall Inc All rights reserved Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 19 73 by H Mintzberg Reprinted by permission of Pearson Education E X H I B I T 1 1 E X H I B I T 1 1 1 12 Mintzberg’s... to Inc.predict behaviors All rights reserved 1 19 Replacing Replacing Intuition Intuition with with Systematic Systematic Study Study Preconceived Notions © 2005 Prentice Hall Inc All rights reserved ≠ The Facts 1 20 Toward Towardan an OB OB Discipline Discipline © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 3 E X H I B I T 1 3 1 21 Contributing Contributing Disciplines Disciplines to... Mintzberg Copyright © 19 73 by H Mintzberg Reprinted by permission of Pearson Education E X H I B I T 1 1 (cont’d) E X H I B I T 1 1 (cont’d) 1 13 Mintzberg’s Mintzberg’s Managerial Managerial Roles Roles (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved Source: Adapted from The Nature of Managerial Work by H Mintzberg Copyright © 19 73 by H Mintzberg Reprinted by permission of Pearson Education... Prentice Hall Inc All rights reserved 1 31 What What Is Is Quality Quality Management? Management? 1 Intense focus on the customer 2 Concern for continuous improvement 3 Improvement in the quality of everything the organization does 4 Accurate measurement 5 Empowerment of employees © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 6 E X H I B I T 1 6 1 32 Improving Improving Quality Quality... B I T 1 1 (cont’d) E X H I B I T 1 1 (cont’d) 1 14 Management Management Skills 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 © 2005 Prentice Hall Inc All rights reserved 1 15 Effective... political environment © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 3 (cont’d) E X H I B I T 1 3 (cont’d) 1 26 Source: Drawing by Handelsman in The New Yorker, Copyright © 19 86 by the New Yorker Magazine Reprinted by permission © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 4 E X H I B I T 1 4 1 27 There There Are Are Few Few Absolutes Absolutes in in OB OB Contingency variables... © 2005 Prentice Hall Inc All rights reserved 1 29 Major Major Workforce Workforce Diversity Diversity Categories Categories Gender Gender National National Origin Origin Disability Disability Age Age Non-Christian Non-Christian Race Race Domestic Domestic Partners Partners © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 5 E X H I B I T 1 5 1 30 Challenges Challenges and and Opportunities... the behavior of humans and other animals © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 3 (cont’d) E X H I B I T 1 3 (cont’d) 1 22 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 fellow human beings © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 3 (cont’d) E X H I B I T 1 3... 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 © 2005 Prentice Hall Inc All rights reserved E X H I B I T 1 3 (cont’d) E X H I B I T 1 3 (cont’d) 1 25 Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field (cont’d) (cont’d) Political Science The study of the behavior