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Chap 01

Organizational Behavior (OB) is a field that examines how individuals, groups, and structures affect behavior within organizations to enhance effectiveness. Key learning objectives include the importance of interpersonal skills, the definition of OB, and the challenges managers face in applying OB concepts. Managers must develop various skills, including technical, human, and conceptual, to succeed in their roles.

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4 views19 pages

Chap 01

Organizational Behavior (OB) is a field that examines how individuals, groups, and structures affect behavior within organizations to enhance effectiveness. Key learning objectives include the importance of interpersonal skills, the definition of OB, and the challenges managers face in applying OB concepts. Managers must develop various skills, including technical, human, and conceptual, to succeed in their roles.

Uploaded by

mynguyen.31231022081
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Organizational Behavior (OB)

Chapter 1

What Is Organizational Behavior?


Learning Objectives

 Demonstrate the importance of interpersonal skills in the


workplace.
 Define organizational behavior (OB).
 Show the value of OB to systematic study.
 Identify the major behavioral science disciplines that contribute to
OB.
 Demonstrate why few absolutes apply to OB.
 Identify managers’ challenges and opportunities in applying OB
concepts.
 Compare the three levels of analysis in this text’s OB model.
 Describe the key employability skills gained from studying OB that
are applicable to other majors or future careers.
The Importance of
Interpersonal Skills
The significant role that interpersonal skills play in
determining a manager’s effectiveness.
Management and
Organizational Behavior
 Manager
 An individual who achieves goals through other
people
 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.
Four Basic Managerial Activities:
1. Planning
 A process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.

2. Organizing
 Determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions
are to be made.

3. Leading
 A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.

4. Controlling
 Monitoring activities to ensure that they are being accomplished as
planned and correcting any significant deviations.
Management Roles
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
Effective versus Successful
Managerial Activities
 Traditional management
 Decision making, planning, and controlling.
 Communication
 Exchanging routine information and processing
paperwork.
 Human resources management
 Motivating, disciplining, managing conflict, staffing,
and training.
 Networking
 Socializing, politicking, and interacting with outsiders
Allocation of Activities by Time
Organizational Behavior (OB)

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 organization’s effectiveness.
 Motivation
 Leader behavior and power
 Interpersonal communication
 Group structure and processes
 Attitude development and perception
 Change processes
 Conflict and negotiation
 Work design
Complementing Intuition with
Systematic Study
 Systematic study
 Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
 Evidence-based management (EBM)
 Basing managerial decisions on the best available
scientific evidence.
 Intuition
 An instinctive feeling not necessarily supported by
research.
 Big Data
Disciplines That Contribute to OB
There Are Few Absolutes in OB

 Contingency variables
 Situational factors or variables that moderate the
relationship between two or more variables
Critical Issues of Challenges
and Opportunities
 Economic pressures  Positive work environment
 Continuing globalization  Ethical behavior
 Workforce demographics
 Workforce diversity
 Customer service
 People skills
 Networked organizations
 Social media
 Employee well-Being at
work
Challenges and Opportunities
Coming Attractions: Developing
an OB Model
Employability Skills
Summary

Managers need to develop their interpersonal, or


people, skills to be effective in their jobs
 Organizational behavior (OB) investigates the impact
that individuals, groups, and structure have on
behavior within an organization, and it applies that
knowledge to make organizations work more
effectively.
Implications for Managers

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