ORGANIZATIONAL BEHAVIOR

Instructor: Assoc. Prof. Dr. Pham Thi Bich Ngoc

Faculty of Human Resources Economics and Management
NEU

Course Objectives
The course is designed to give students the basic
knowledge of human behavior in organizations and how
to apply this knowledge to increase the organization
effectiveness. After taking this class, the students should
all be able to:
➢ Demonstrate an understanding of basic theory and research
related to contemporary issues in organizational behavior.
➢ Demonstrate an understanding of individual behavior and the
links between individual behavior and its social and organizational
context.
➢ Demonstrate ability to apply OB theories to discuss work issues
and to develop constructive proposals for dealing with that issues.
➢ Exhibit analytical, research, teamworking and presentation skills

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COURSE READING MATERIAL

Text book:
➢ S. P. Robbins and T. A. Judge (2017). Organizational Behavior
(Global Edition). Prentice Hall, USA
Reference book
➢ Moorheard, G. and Griffin, R. W., 2012, Managing Organizational
behavior, International Edition, US, South-Western Cengage Learning
➢ John R Schermerhorn, Jr., Richard N. Osborn, James G. Hunt, Mary
Uhl-Bien (2012) Organizational Behavior: International Student
Version (12th Edition). Wiley John & Sons.
➢ Laurie J. Mullins (2016). Management Organizational Behavior (11th
Edition). Prentice Hall.
➢ McShane, S. L, Glinow, M. A. V. (2010), Organizational Behavior
(5th Edition) The McGraw-Hill Companies, Inc., USA

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 Course schedule
Session Topics
Session 1 Introduction and Chapter 1
Chapter 2: Diversity in Organizations
Session 2
Chapter 3: Attitudes and Job Satisfaction
Chapter 5: Personality & Values
Session 3
Chapter 6: Perception and individual decision making
Chapter 7: Motivation Concepts
Session 4,5
Chapter 8: Motivation: From Concepts to Applications
Chapter 9: Foundations of Group Behavior
Session 6
Chapter 10: Understanding Work Teams
Session 7 Chapter 11: Communication
Session 8 Chapter 12: Leadership
Session 9 Chapter 15: Foundations of Organization structure
Session 10 Chapter 16: Organizational Culture

Session 11,12,13 Group presentation

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ASSESSMENT

➢10% Participation in class

➢20% Midterm examination (Individual
test)
➢20% Group assignments
➢50% Final examination

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Unit 1:
Introduction to Organizational Behavior

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 Learning Objectives
➢ After studying this unit, you should be able to:
– Identify the functions that comprise the management process
and relate them to organizational behavior.
– Relate organizational behavior to basic managerial roles and
skills.
– Demonstrate the importance of interpersonal skills in the
workplace
– Define organizational behavior (OB).
– Importance and functions of OB
– Identify the major behavioral science disciplines that
contribute to OB.
– Identify the challenges and opportunities managers have in
applying OB concepts.
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What is an organization?

Environment

Resources

Mechanism Goals

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Types of employees

Senior
managers

Line managers

Supervisors

Operatives

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 Organization as an open system

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What Managers Do

➢ They get things done through other people.

➢ Management Activities:
– Make decisions
– Allocate resources
– Direct activities of others to attain goals

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The Nature of Managerial Work

Management To Coordinate To Attain

Plans the Behavior of Effectiveness of
Organizes Individuals Individuals
Leads Groups Groups
Controls Organizations Organizations

Feedback

Management’s Contribution to Effectiveness

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 Management Functions

Control

Plan Lead

Organize

Based on your own experiences or observations, provide

examples of each function?
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Mintzberg’s Managerial Roles

➢ Discovered ten managerial roles

➢ Separated into three groups:

– Interpersonal
– Informational
– Decisional

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Mintzberg’s Managerial Roles: Interpersonal

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 Mintzberg’s Managerial Roles: Informational

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©

1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles: Decisional

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©

1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

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Katz’s Essential 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

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 Managerial Skills at Different Organizational Levels

Top Conceptual skills

Diagnostic skills
manager

skills
Interpersonal
skills
Technical

Middle
manager

First-line
manager

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The Importance of Interpersonal Skills

Interpersonal skills are important because…

➢‘Good places to work’ have better financial performance.
➢Better interpersonal skills result in lower turnover of
quality employees and higher quality applications for
recruitment.
➢There is a strong association between the quality of
workplace relationships and job satisfaction, stress, and
turnover.
➢It fosters social responsibility awareness.

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Organizational Behavior

“OB is the study of human behavior

in organizational settings, the
interface between human behavior
and the organization, and the
organization itself” (Griffin et al., Environment
2012)
Human behavior in
organizational settings
Organizational behavior (OB) is a The Individual-
field of study that investigates the Organization Interface
impact that individuals, groups, and
The Organization
structure have on behavior within
organizations for the purpose of
applying such knowledge toward
improving an organization’s Environment
effectiveness.
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 Intuition and Systematic Study

• Gut feelings
Intuition • Individual observation
• Commonsense

• Looks at relationships
Systematic • Scientific evidence
Study • Predicts behaviors

The two are complementary means of predicting behavior.

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Complementing Intuition with Systematic Study

➢ Systematic Study of Behavior
– Behavior generally is predictable if we know how the person
perceived the situation and what is important to him or her.
➢ Evidence-Based Management (EBM)
– Complements systematic study.
– Argues for managers to make decisions based on evidence.
➢ Intuition
– Systematic study and EBM add to intuition, or those “gut
feelings” about “why I do what I do” and “what makes
others tick.”
– If we make all decisions with intuition or gut instinct, we’re
likely working with incomplete information.

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Contributing Disciplines

Many behavioral sciences

have contributed to the
development of
Organizational Psychology
Behavior

Social
Psychology

Sociology Anthropology

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 Challenges and Opportunities for OB

➢ Globalization
➢ Responding to economic pressure
➢ Diversity workforces
➢ Improving customer service
➢ Using social media at work
➢Improving ethical behavior
➢Enhancing employee well-being at work
➢ Employment options
➢ Innovation and change

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Three Levels of Analysis OB Model

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Three Levels of Analysis OB Model

➢ Inputs
– Variables like personality,
group structure, and
organizational culture that
lead to processes.
– Group structure, roles,
and team responsibilities
are typically assigned
immediately before or
after a group is formed.
– Organizational structure
and culture change over
time.

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 Three Levels of Analysis OB Model

➢ Processes
– If inputs are like the nouns
in organizational behavior,
processes are like verbs.
– Defined as actions that
individuals, groups, and
organizations engage in as a
result of inputs, and that
lead to certain outcomes.

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Three Levels of Analysis OB Model

➢ Outcomes
– Key variables that you want
to explain or predict, and
that are affected by some
other variables.

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Outcome Variables

➢Attitudes and stress

– Employee attitudes are the evaluations employees make,
ranging from positive to negative, about objects, people, or
events.
– Stress is an unpleasant psychological process that occurs in
response to environmental pressures.

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 Outcome Variables

➢Task performance
– The combination of effectiveness and efficiency at doing
your core job tasks is a reflection of your level of task
performance (Routine task performance, Adaptive task
performance, creative task performance)

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Outcome Variables
- Counterproductive behavior: employee behaviors that intentionally
hinder organizational goal accomplishment

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Outcome Variables

➢Organizational citizenship behavior

– The discretionary behavior that is not part of an employee’s
formal job requirements, and that contributes to the
psychological and social environment of the workplace, is
called organizational citizenship behavior.

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 Outcome Variables

➢Withdrawal behavior
– Withdrawal behavior is the set of actions that employees
take to separate themselves from the organization.

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Outcome Variables

➢Group cohesion
– Group cohesion is the extent to which members of a
group support and validate one another at work.
➢Group functioning
– Group functioning refers to the quantity and quality of
a group’s work output.

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Outcome Variables

➢Productivity
– An organization is productive if it achieves its goals by
transforming inputs into outputs at the lowest cost. This
requires both effectiveness and efficiency.
➢Survival
– The final outcome is organizational survival, which is
simply evidence that the organization is able to exist and
grow over the long term.

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 Implications for Managers

➢Resist the inclination to rely on generalizations;

some provide valid insights into human
behavior, but many are erroneous.
➢Use metrics and situational variables rather
than “hunches” to explain cause-and-effect
relationships.
➢Work on your interpersonal skills to increase
your leadership potential.

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Implications for Managers

➢Improve your technical skills and conceptual skills

through training and staying current with OB
trends like “big data”.
➢OB can improve your employees’ work quality and
productivity by showing you how to empower your
employees, design and implement change
programs, improve customer service, and help
your employees balance work-life conflicts.

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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.
➢ The textbook is based on the contingent OB model.
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