1-0

HUMAN AND
ORGANIZATIONAL BEHAVIOR
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CHAPTER 1
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CHAPTER LEARNING
OBJECTIVES
• After studying this chapter you should be able to:
• Demonstrate the importance of interpersonal skills in the
workplace.
• Describe the manager’s functions, roles, and skills.
• Define organizational behavior (OB).
• Show the value to OB of systematic study.
• Identify the major behavioral science disciplines that
contribute to OB.
• Demonstrate why there are few absolutes in OB.
• Identify the challenges and opportunities managers have
in applying OB concepts.
• Compare the three levels of analysis in this book’s OB
model.
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THE IMPORTANCE OF
INTERPERSONAL SKILLS

• Understanding OB helps determine manager

effectiveness
• Technical and quantitative skills are important
• But leadership and communication skills are CRITICAL

• Organizational benefits of skilled managers

• Lower turnover of quality employees
• Higher quality applications for recruitment
• Better financial performance
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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

• Work in an 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.
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MANAGEMENT
FUNCTIONS

Control

Plan Lead

Organize
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MANAGEMENT
Control
FUNCTIONS: PLAN

Plan Lead
A process that includes
defining goals, establishing
Organize strategy, and developing
plans to coordinate
activities.
As managers advance, they
do this function more often.
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MANAGEMENT
Control
FUNCTIONS: ORGANIZE
Plan Lead

Determining what tasks are

to be done, who is to do
Organize them, how the tasks are to
be grouped, who reports to
whom, and where decisions
are to be made.
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MANAGEMENT
Control
FUNCTIONS: LEAD

Plan
Lea
d A function that includes
motivating employees,
Organize
directing others, selecting
the most effective
communication channels,
and resolving conflicts.
It is about PEOPLE!
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MANAGEMENT
FUNCTIONS: CONTROL
Control

Lead Lead Monitoring performance,

comparing actual performance
Organize
with previously set goals, and
correcting any deviation.
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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

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: INFORMATIONAL

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

1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
 1-13

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.
 1-14

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
 1-15

LUTHANS’ STUDY OF
MANAGERIAL ACTIVITIES
• Is there a difference in frequency of managerial activity
between effective and successful managers?

• Four types of managerial activity:

• Traditional Management
• Decision-making, planning, and controlling.
• Communication
• Exchanging routine information and processing paperwork
• Human Resource Management
• Motivating, disciplining, managing conflict, staffing and
training.
• Networking
• Socializing, politicking, and interacting with others.
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SUCCESSFUL VS. EFFECTIVE
ALLOCATION BY TIME

Managers who promoted faster (were successful) did

different things than did effective managers (those who
did their jobs well)
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ORGANIZATIONAL
BEHAVIOR
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.
 INTUITION AND 1-18

SYSTEMATIC STUDY
• Gut feelings
• Individual observation
Intuition • Commonsense

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

The two are complementary means of predicting behavior.

 AN OUTGROWTH OF 1-19

SYSTEMATIC STUDY…
Evidence-Based Management (EBM)

Basing managerial decisions on the best available

scientific evidence

Must think like scientists: Apply

relevant
Search for information
best to case
available
evidence
Pose a
managerial
question
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MANAGERS SHOULD USE

ALL THREE APPROACHES
The trick is to know when to go with your gut.
– Jack Welch

• Intuition is often based on inaccurate information

• Faddism is prevalent in management
• Systematic study can be time-consuming

Use evidence as much as possible to inform your intuition

and experience. That is the promise of OB.
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CONTRIBUTING
DISCIPLINES
Many behavioral
sciences
have contributed to
the Psychology

development of
Organizational
Behavior
Social
Psychology

Sociology Anthropology
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PSYCHOLOGY
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.

•Unit of Analysis:
• Individual
•Contributions to OB:
• Learning, motivation, personality, emotions, perception
• Training, leadership effectiveness, job satisfaction
• Individual decision making, performance appraisal
attitude measurement
• Employee selection, work design, and work stress
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SOCIOLOGY
The study of people in relation to their fellow human
beings.

Unit of Analysis:
-- Organizational System -- Group
• Contributions to OB:
• Group dynamics • Formal organization
• Work teams theory
• Communication • Organizational
• Power technology
• Conflict • Organizational change
• Intergroup behavior • Organizational culture
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SOCIAL PSYCHOLOGY
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another.

•Unit of Analysis:
• Group
•Contributions to OB:
• Behavioral change
• Attitude change
• Communication
• Group processes
• Group decision making
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ANTHROPOLOGY
The study of societies to learn about human beings and
their activities.

Unit of Analysis:
-- Organizational System -- Group
• Contributions to OB:
• Organizational culture • Comparative values
• Organizational • Comparative attitudes
environment • Cross-cultural analysis
 FEW ABSOLUTES IN OB 1-26

Situational factors that make the main relationship

between two variables change—e.g., the relationship
may hold for one condition but not another.

Contingency Independent Dependent

Variable (Z) Variable (X) Variable (Y)

In American Boss Gives

Understood as
“Thumbs Up”
Culture Complimenting
Sign

In Iranian or Boss Gives Understood as

Australian “Thumbs Up” Insulting - “Up
Sign Yours!”
Cultures
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CHALLENGES AND
OPPORTUNITIES FOR OB
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Improving Customer Service
• Improving People Skills
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work-Life Conflicts
• Creating a Positive Work Environment
• Improving Ethical Behavior
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• Increased foreign
RESPONDING TO
assignments GLOBALIZATION
• Working with people from
different cultures
• Coping with anti-capitalism
backlash
• Overseeing movement of
jobs to countries with
low-cost labor
• Managing people during
the war on terror
 MANAGING 1-29

WORKFORCE DIVERSITY
• The people in organizations are becoming more
heterogeneous demographically
• Embracing diversity
• Changing U.S. demographics
• Changing management philosophy
• Recognizing and responding to differences

Disability

Domestic
Gender
Partners

Race Age

Non-Christ National
ian Origin
 DEVELOPING AN OB 1-30

MODEL
• A model is an abstraction of reality: a simplified
representation of some real-world phenomenon.
• Our OB model has three levels of analysis
• Each level is constructed on the prior level
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TYPES OF STUDY
VARIABLES

X (Independent) Y(Dependent)
• The presumed cause of • This is the response to X
the change in the (the independent
dependent variable (Y). variable).
• This is the variable that • It is what the OB
OB researchers researchers want to
manipulate to observe predict or explain.
the changes in Y. • The interesting variable!
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INTERESTING OB
DEPENDENT VARIABLES
• Productivity
• Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) and
efficiency (meeting goals at a low cost).
• Absenteeism
• Failure to report to work – a huge cost to employers.
• Turnover
• Voluntary and involuntary permanent withdrawal from an
organization.
• Deviant Workplace Behavior
• Voluntary behavior that violates significant organizational
norms and thereby threatens the well-being of the
organization and/or any of its members.
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MORE INTERESTING OB
DEPENDENT VARIABLES
• 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.
• Job Satisfaction
• A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation
of its characteristics.
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THE INDEPENDENT
VARIABLES
The independent variable (X) can be at any of these
three levels in this model:
•Individual
• Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning and individual decision making.
•Group
• Communication, group decision making, leadership and
trust, group structure, conflict, power and politics, and
work teams.
•Organization System
• Organizational culture, human resource policies and
practices, and organizational structure and design.
 OB MODEL
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Dependent
Variables (Y)
Three Levels

Independent
Variables (X)
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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.