Chapter 1 What is Organizational Behaviour Chapter 1

Chapter 1 What is Organizational Behaviour? Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

What is Organizational Behaviour? Questions for Consideration 1. What is organizational behaviour? 2. What challenges do managers and employees face in the workplace of the 21 st century? 3. How does knowing about organizational behaviour make work and life more understandable? 4. Isn’t organizational behaviour common sense? Or just psychology? 5. What are the building blocks to understanding organizational behaviour? Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Organizational Behaviour • . . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Why Do We Study OB? • To learn about yourself and how to deal with others • You are part of an organization now, and will continue to be a part of various organizations • Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time • Some of you may want to be managers or entrepreneurs Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -1 Challenges Facing the Workplace Organizational Level • • Productivity Developing effective employees Global competition Managing in the global village Group Level • Working with others • Workforce diversity Workplace Individual Level • Job satisfaction • Empowerment • Behaving ethically Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Today’s Challenges in the Canadian Workplace • Challenges at the Individual Level – Job Satisfaction – Empowerment – Behaving Ethically • Challenges at the Group Level – Working With Others – Workforce Diversity Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Today’s Challenges in the Canadian Workplace • Challenges at the Organizational Level – Productivity – Developing Effective Employees • Absenteeism • Turnover • Organizational Citizenship – Competition From the Global Environment – Managing and Working in a Global Village Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Productivity • Productivity – A performance measure including effectiveness and efficiency • Effectiveness – Achievement of goals • Efficiency – The ratio of effective work output to the input required to produce the work Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Effective Employees • Absenteeism – Failure to report to work • Turnover – Voluntary and involuntary permanent withdrawal from the organization • Organizational citizenship behaviour – Discretionary behaviour that is not part of an employee’s formal job requirements, but is helpful to the organization Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -2 Companies Respected for their HR Management Rank on Financial Performance Rank on Investment Value 1 1 Steelmaker 10 9 Aurora, ON Automotive 3 5 4. IBM Canada Ltd. Markham, ON Computers n/a 5. BMO Financial Group Montreal Financial services 9 n/a 6. West. Jet Airlines Ltd. Calgary Air transportation n/a 7. BCE Inc. Montreal Telecommunications 7 4 8. Scotiabank Group Toronto Financial services 4 8 9. Bombardier Inc. Montreal Transportation n/a 2 n/a Location Industry 1. RBC Financial Group Toronto Financial services 2. Dofasco Inc. Hamilton, ON 3. Magna International Inc. 10. General Electric Canada Inc. Mississauga, ON Electronic controls/instruments Source: Adapted from R. Bloom, “ RBC Reclaims Top Spot in Survey, ” The Globe and Mail, January 20, 2003, pp. B 1, B 5. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

How Will Knowing OB Make a Difference? • For Managers – Knowing organizational behaviour can help you manage well and makes for better corporations. – Managing people well leads to greater organizational commitment. – Finally, managing well may improve organizational citizenship. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

How Will Knowing OB Make a Difference? • For Individuals – What if I’m not going to work in a large organization? • The theories generally apply to organizations of any size. – What if I don’t want to be a manager? • To some extent, the roles of managers and employees are becoming blurred in many organizations. • While self-employed individuals often do not act as managers, they certainly interact with other individuals and organizations as part of their work. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Bottom Line: OB Is For Everyone • Organizational behaviour is not just for managers. – The roles of managers and employees are becoming blurred in many organizations. – Managers are increasingly asking employees to share in their decision-making processes rather than simply follow orders. • OB applies equally well to all situations in which you interact with others: on the basketball court, at the grocery store, in school, or in church. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Contributing Disciplines to the OB Field • • • Psychology Social Psychology Anthropology Political Science Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -3 Toward an OB Discipline Behavioural science Psychology Sociology Contribution Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Output Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Social psychology Unit of analysis Group Study of Organizational Behavioural change Attitude change Communication Group processes Group decision making Comparative values Comparative attitudes Cross-cultural analysis Organization system Anthropology Organizational culture Organizational environment Political science Conflict Intraorganizational politics Power Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

The Rigour of OB • OB looks at consistencies – What is common about behaviour, and helps predictability? • OB is more than common sense – Systematic study, based on scientific evidence • OB has few absolutes • OB takes a contingency approach – Considers behaviour in context Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Beyond Common Sense • Systematic Study – Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence • This means data are gathered under controlled conditions, and measured and interpreted in a reasonably rigorous manner—rather than relying on common sense. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -4 The Layers of OB The Organization The Group Change Organizational culture Decision making Leadership Power and politics The Individual Negotiation Conflict Communication Groups and teams Motivating self and others Emotions Values and attitudes Perception Personality Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Summary and Implications • OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. • OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment. • OB uses systematic study to improve predictions of behaviour. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

OB at Work Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

For Review 1. Define organizational behaviour. 2. What is an organization? Is the family unit an organization? Explain. 3. “Behaviour is generally predictable, so there is no need to formally study OB. ” Do you agree or disagree with this statement? Why? 4. What are some of the challenges and opportunities that managers face as we move into the 21 st century? 5. What are three levels of analysis in our OB model? Are they related? If so, how? 6. Why is job satisfaction an important consideration for OB? 7. What are effectiveness and efficiency, and how are they related to organizational behaviour? 8. What does it mean to say OB takes a contingency approach in its analysis of behaviour? Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

For Critical Thinking 1. “The best way to view OB is through a contingency approach. ” Build an argument to support this statement. 2. “OB is for everyone. ” Build an argument to support this statement. 3. Why do you think the subject of OB might be criticized as being “only common sense, ” when one would rarely hear such a criticism of a course in physics or statistics? Do you think this criticism of OB is fair? 4. On a scale of 1 to 10 measuring the sophistication of a scientific discipline in predicting phenomena, mathematical physics would probably be a 10. Where do you think OB would fall on the scale? Why? Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Learning About Yourself Scoring Key • • Director: 1, 2, 3 Producer: 4, 5, 6 Coordinator: 7, 8, 9 Monitor: 10, 11, 12 Mentor: 13, 14, 15 Facilitator: 16, 17, 18 Innovator: 19, 20, 21 Broker: 22, 23, 24 Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Learning About Yourself Exercise 1. 2. 3. 4. Taking initiative Goal setting Delegating effectively Personal productivity and motivation 5. Motivating others 6. Time and stress management 7. Planning 8. Organizing 9. Controlling 10. Receiving and organizing information 11. Evaluating routine information 12. Responding to routine information 13. Understanding yourself and others 14. Interpersonal communication 15. Developing subordinates 16. Team building 17. Participative decision making 18. Conflict management 19. Living with change 20. Creative thinking 21. Managing change 22. Building and maintaining a power base 23. Negotiating agreement and commitment 24. Negotiating and selling ideas Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Breakout Group Exercises Form small groups to discuss the following topics: 1. Consider a group situation in which you have worked. To what extent did the group rely on the technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in helping the group function well? 2. Identify some examples of “worst jobs. ” What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals? 3. Develop a list of “organizational puzzles, ” i. e. , behaviour you’ve observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of organizational behaviour. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Working With Others Exercise This exercise asks you to consider the skills outlined in the Competing Values Framework to develop an understanding of managerial expertise. Steps 1– 4 can be completed in 15– 20 minutes. 1. Using the skills listed in “Learning About Yourself, ” identify the 4 skills that you think all managers should have. 2. Identify the 4 skills that you think are least important for managers to have. 3. In groups of 5– 7, reach a consensus on the most-needed and leastneeded skills identified in Steps 1 and 2. 4. Using Exhibit 1 -4, determine whether your “ideal” managers would have trouble managing in some dimensions of organizational demands. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

From Concepts to Skills Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -5 Competing Values Framework External Focus Internal Focus Flexibility Control Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Competing Values Framework • Internal-External Dimension – Inwardly toward employee needs and concerns and/or production processes and internal systems – or – Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future • Flexibility-Control Dimension – Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services – or – Controlling or stable, maintaining the status quo and exhibiting less change Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exhibit 1 -6 Skills for Mastery in the New Workplace Flexibility 1. Understanding yourself and others 2. Interpersonal communication 3. Developing subordinates 1. Team building 2. Participative decision making 3. Conflict management 1. Living with change 2. Creative thinking 3. Managing change Mentor Innovator Facilitator Broker 1. Building and maintaining a power base 2. Negotiating agreement and commitment 3. Negotiating and selling ideas Internal 1. Receiving and organizing information 2. Evaluating routine information 3. Responding to routine information External Monitor Producer Coordinator Director 1. Planning 2. Organizing 3. Controlling 1. Personal productivity and motivation 2. Motivating others 3. Time and stress management 1. Taking initiative 2. Goal setting 3. Delegating effectively Control Source: R. E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc. , 1988, p. 48. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Supplemental Material Slides for activities I do in my own classroom Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.

Exercise • In groups of 6 – Introduce yourselves – Pick an interviewer – Decide on questions or topics you want interviewer to ask me • The interview – Introduce interviewer to me and the class – Ask one question from your list (we will go around the groups with one question at a time) Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.