Chapter 1 Introduction to Organizational Behavior 1 l

Chapter 1 Introduction to Organizational Behavior 1

l OB studies what people do in an organization and how that behavior affects the performance of the organization. 2

l Effective manager vs. successful manager l Management duties • What managers do • Management roles • Management skills 3

Management functions l Planning l Organizing l Leading l Controlling 4

Management functions l Interpersonal roles l Informational roles l Decisional roles 5

Management skills l Technical skills l Human skills l Conceptual skills 6

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Goals of Organizational Behavior Explain, predict, and l control human behavior l 8

The field of OB seeks to replace intuitive explanations with systematic study 9

l. What other knowledge help us understand OB? 10

Contributing Disciplines Psychology seeks to measure, explain, and change behavior Sociology studies people in relation to their fellow human beings Social psychology focuses on the influence of people on one another Anthropology is the study of societies to learn about human beings and their activities Political science is the study of the behavior of individuals and groups within a political environment 11

OB Model 12

Dependent variable l Things which will be affected by OB • • • Productivity • What factors influence the effectiveness and efficiency of individuals Absenteeism • • Absenteeism is not all bad Having too high employee absent rate will affect productivity Turnover • • Not all turnover is bad High turnover rate…in some degree affect productivity, particularly 4 the hospitality inducstry 13

• Organizational citizenship behavior (OCB) • No one will want to pick up the slack • No one would want to walk extra miles to achieve the goals. • Job satisfaction • Unhappy employees…what else can you say? 14

Organizational citizenship l l l Discretionary behavior Not part of an employee's formal job requirements Promotes the effective functioning of the organization 15

Examples of Organizational Citizenship l l Helping others on one's work team Volunteering for extra job activities Avoiding unnecessary conflicts Making constructive statements about one's work group and the overall organization 16

Independent variables l Individual variables • • l l Age, gender, personality, emotion, values, attitude, ability Perception, individual decision making, learning, and motivation Group variables • Norm, communication, leadership, power, politics Organization system variables • Organizational culture, HR practices 17

Challenges and Opportunities for OB 18

l l Typical employee is getting older More women and minorities in the workplace Global competition is requiring employees to become more flexible Historical loyalty-bonds that held many employees to their employers are being severed 19

Responding to Globalization l l Increased Foreign Assignments Working with People from Different Cultures Coping with Anti-Capitalism Backlash Overseeing Movement of Jobs to Countries with Low-cost Labor 20

Managing Diversity Workforce diversity organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation 21

Diversity Implications l Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity. 22

OB Insights l l l Improving People Skills Improving Customer Service Empowering People Working in Networked Organizations Stimulating Innovation and Change 23

OB Insights l l Coping with “Temporariness” Helping Employees Balance Work/Life Conflicts Declining Employee Loyalty Improving Ethical Behavior 24