Lecturer’s name:

Anis Farahwahida
Mohd Karim
 Introduction to
the Field of
Organizational
Behavior

McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Course Assessment

 Course Assessments  Final Exam

- 40% -60 %
- Quiz = 5% -2 parts (A & B)
- Mid term test = 15% -Part A consists of 1
- Indv Presentation= 5% question: Answer all
- Group Assignment= 15% -Part B consists of 5
questions: Answer any
THREE only.
Pixar Animation Studios, IBM and
Others
 OB practices have helped Pixar
Animation Studios to become the
world’s most successful animation
studio
• Employee competencies
• People-centered
• Teamwork and org learning
• Constructive conflict

 IBM working cultures is constantly

changing

John Lassiter
Chief Creative Officer
of Pixar and Disney

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 Organizational Behavior and Orga-
nizations
 Organizational behavior (OB)
• The study of what people think, feel, and
do in and around organizations (McShane
and Von Glinow, 2010)
• OB helps managers to look at the behavior
of individuals within an org and interper-
sonal relations, when two or more people
interact and intergroup relations that
emerged (Newstrom, 2011).
 Organizations
• Groups of people who work interdepen-
dently toward some purpose (McShane
and Von Glinow, 2010)
John Lassiter
Chief Creative Officer
of Pixar and Disney

1-5
OB Foundations
 Distinct field around the 1940s
 OB concepts discussed for more than
2,000 years
 Some fundamental scholars before
OB formed include:
• Max Weber
• Frederick Winslow Taylor
• Elton Mayo
• Chester Barnard (shown)
• Mary Parker Follett

Chester Barnard

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 Why Study OB?
1. Satisfy the need to understand and predict
 ‣ Helps us figure out why organizational events happen
2. Helps us to test personal theories
‣ Helps to question & rebuild personal theories
3. Influence behavior
‣ Improves our ability to work with people and influence organiza-
tional events
4. Organizational behavior is for everyone
• Application of OB knowledge benefits everyone no matter what
profession they are in, /what position they hold in an organization.
5. OB and the bottom line
Effective application of OB practices benefits employees and
contributes to the organization’s bottom line.
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Types of Individual Behavior

Goal-directed behaviors under per-

Task Performance
son’s control

Contextual performance – cooperation

Organizational Cit-
and helpfulness beyond required job
izenship
duties

more
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Types of Individual Behavior (con’t)

Counterproductive Voluntary behaviors that potentially

Work Behaviors harm the organization

Joining/staying with Agreeing to employment relationship;

the Organization remaining in that relationship

Maintaining Work At-

Attending work at required times
tendance

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Types of Individual Behaviors
 Task performance
- goal-directed behaviors under the individual’s con-
trol that support organizational objectives.
- transform raw materials into goods and services or
support and maintain the technical activities

 Organizational citizenship behaviors (OCBs)

- Contextual performance -- co-operation and help-
fulness to others that support the organization’s so-
cial and psychological context
- e.g. assisting or accommodating co-workers, sup-
porting company image, attending voluntary events
 Counterproductive work behaviors (CWBs).
- voluntary behaviors that have the potential to di-
rectly or indirectly harm the organization.
- Five categories of CWBs: abuse of others, threats,
work avoidance, work sabotage, overt acts

 Joining and staying with the organization

- Worries about skills shortages
- Cost of high turnover, including loss of intellectual
capital
- Turnover partly caused by low job satisfaction and
for a new job, or quitting directly

 Maintaining work attendance

- Situational Factors (bad weather),
- Motivational Factors (dislike job, sick leave pay)
- Absence culture & norms
Challenges for Organizations :
1. Globalization
 Economic, social, and cultural connectivity
with people in other parts of the world
 Effects of globalization on organizations
• New structures
• Increasing diversity
• Increasing competitive pressures, intensification

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2. Increasing Workforce Diversity
 Surface-level diversity
• Observable demographic and other overt differences in
people (e.g. race, ethnicity, gender, age)
 Deep-level diversity
• Differences in psychological characteristics (e.g. per-
sonalities, beliefs, values, and attitudes)
• Example: Differences across age cohorts (e.g. Gen-Y)
 Implications
• Leveraging the diversity advantage
• Also diversity challenges (e.g. teams, conflict)
• Ethical imperative of diversity

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3. Employment Relationships
 Work/life balance
• Minimizing conflict between work and nonwork de-
mands number one indicator of career success

 Virtual work
• Using information technology to perform one’s job away
from the traditional physical workplace
• Telework – issues of replacing face time, clarifying em-
ployment expectations
• TM has introduced telework among involving 140 staff
form its corporate sales division in 2009
• Malaysian minister of the public works department
has tested telework among 80 of its workers

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Organizational Behavior Anchors

 Multidisciplinary anchor
• Many OB concepts adopted from other disciplines
• OB develops its own theories, but scans other fields
 Systematic research anchor
• OB researchers rely on scientific method
• Should apply evidence-based management, but…
- Bombarded with theories and models
- Challenge translating general theories to specific situations
- Perceptual biases -- ignoring evidence contrary to our beliefs

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Organizational Behavior Anchors (con’t)

 Contingency anchor
• A particular action may have different consequences in dif-
ferent situations
• Need to diagnose the situation and select best strategy un-
der those conditions

 Multiple levels of analysis anchor

• Individual, team, organizational level of analysis
• OB topics usually relevant at all three levels of analysis

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THE END