Chapter 1 Organizational Behavior Importance of interpersonal skills
Chapter # 1 Organizational Behavior Importance of interpersonal skills: Pre-1980: The business schools emphasized technical education like: Economics, Accounting, Finance, And Quantitative techniques
Definition of Organizational Behavior • A study of what people think, feel and do in and around organization. • It’s 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.
Organization • Group of people who works independently toward same purpose. • 1. Collective entities (Key feature of organization) • Human being (Employees) • 2. Collective sense of Purpose
Historical Foundation of OB • 1940 (Emerged Distinct Field. Harvard changes the name of its MBA Human relation course to OB) • 400 BC (Plato wrote about leadership) • 500 BC (Confucius wrote about ethics and leadership) • 1770 s (Adam Smith wrote about Job specialization & division of labour). • 1900 s (Max Wiber- Work ethics, charismatic leadership) • 1910 (Taylor– employees motivation) • 1920 (constructive conflict) • 1930 (organizational communication, leadership, authority)
Post 1980 • The business faculty was convinced that without realizing human behavior it is not possible to develop effective management practices and retaining of employees with the organization. • Not doubt technical skill are necessary but they are not enough to succeed in management.
Importance of OB • Influence organizational Events (work well with others, accomplish personal and organizational goals) • Comprehend and predict works events (satisfy curiosity, reduce anxiety, predict future events). • Adopt more accurate personal theories (confirm and refine personal theories, correct false common sense)
Contemporary facing organization • • Technological changes (Social media, IT). Globalization Emerging employment relationships Increasing workforce diversity (deep level diversity, consequence of diversity)
Managing Diversity 1. 2. 3. 4. 5. 6. 7. 8. 9. Gender Race National Origin Age Disability Domestic Partner Religion Changing U. S. Demographics Implications- Human beings are not alike you have to treat who they are
The systematic research anchor • Evidence based management (research evidence) • Reason of applying evidence based management. • 1. Bombarded with ideas • 2. relevant theory situation • 3. popular management concepts • 4. decision making biases
Suggestions for evidence based approach • Most ideas are adaption, evolutionary and proven (don’t create hype) • Collective experts (rather then relay on stars and management gurus) • Systematic investigation rather then stories • Natural stance
Multidisciplinary anchor • Welcome theories and research from other discipline • Emerging fields of marketing, communication, IT • Interactions of different people
Contingency Anchor • Single solution of different problems are rarely exists. • Ob theories ( best leadership style, best conflict handling style etc) • Different theories for different situation
The multiple levels of analysis anchor • Whets going on an organization placed into three level of analysist • 1. individual 2. teams 3. organization • Try to understand each tpic according to these levels.
Challenges & Opportunities of OB • Responding to Globalization: the organizations are working across boundaries of different nations, Japanese are in US, Americans are working in China, Indians are working Japan and Chinese are working in a large number of countries. The different challenges were emerged with the advent of multinationalization like:
Challenges & Opportunities (cont) 1. Increased Foreign Investment- international appointments and back home syndrome. 2. 3. 4. 5. Working with People from Different Cultures Change in life style, values, geography and religion shape them. Coping with Anti-capitalism. Low cost of labor in less developed countries. Managing People during time of terror
Challenges & Opportunities of OB 1. 2. 3. 4. 5. 6. 7. 8. Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networking Working in Networked Organizations Helping Employees Balance their work-life Conflicts 9. Creating a Positive Work Environment.
Dependent Variables in OB (continued) 5. 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. 6. Job Satisfaction: A positive feeling about one’s job resulting from an evaluation of its characteristics.
Independent Variables The presumed cause of some change in a dependent variable. Independent variables are of three types: 1. Individual-Level Variables: individual entering in the organizations are like used cars—low mileage, or well worn due to driven on rough roads- having different biographical features: like age, gender, marital status; Personality traits: like inherent emotional framework, values and attitudes; and basic ability levels.
2. Group-Level Variables It is more than sum of the individual behaviors. The behavior of the group is different from the behavior when they are alone. For example: a). Acceptable standards of behavior. b). The degree to which group members are attracted to each other.
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