Chapter 1 Why Organizational Behavior Matters What is

Chapter 1: Why Organizational Behavior Matters

What is Organizational Behavior and Why is it Important? “The success of your organization doesn’t depend on your understanding of economics, or organizational development, or marketing. It depends, quite simply, on your understanding of human psychology. ” Neck, Organizational Behavior. © SAGE Publications, 2017. 2

WHAT IS ORGANIZATIONAL BEHAVIOR AND WHY IS IT IMPORTANT Figure 1. 1: Four Functions of Managers SOURCE: http: //2012 books. lardbucket. org/book s/management-principles-v 1. 1/s 19 the-essentials-of-control. html. Neck, Organizational Behavior. © 2017, SAGE Publications. 3

Managing Human Capital Figure 1. 2: How Human Capital Enhances Competitive Advantage Neck, Organizational Behavior. © SAGE Publications, 2017. 4

Behavioral Science Disciplines Figure 1. 3: Disciplines Contributing to the Field of Organizational Behavior Neck, Organizational Behavior. © SAGE Publications, 2017. 5

BEHAVIORAL SCIENCE DISCIPLINES Psychology • Psychology is the scientific study of the human mind that seeks to measure and explain behavioral characteristics. Neck, Organizational Behavior. © SAGE Publications, 2017. 6

BEHAVIORAL SCIENCE DISCIPLINES Sociology • Sociologists investigate group behavior within social settings such as how groups communicate and exchange information Neck, Organizational Behavior. © SAGE Publications, 2017. 7

BEHAVIORAL SCIENCE DISCIPLINES Social Psychology • Social psychologists research sociology and psychology concepts focusing on how people influence each other in a social setting Neck, Organizational Behavior. © SAGE Publications, 2017. 8

BEHAVIORAL SCIENCE DISCIPLINES Political Science • Political scientists study the behavior of individuals and groups within a political environment. Neck, Organizational Behavior. © SAGE Publications, 2017. 9

BEHAVIORAL SCIENCE DISCIPLINES Anthropology • Anthropology is the study of people and their activities in relation to societal, environmental, and cultural influences. Neck, Organizational Behavior. © SAGE Publications, 2017. 10

A Critical Thinking Perspective on Organizational Behavior Critical Thinkers … – think carefully about the questions they are asked. – base responses on facts or experience rather than emotion or bias. – consider different viewpoints or perspectives equally. – compare responses with similar examples that have occurred in the past. Neck, Organizational Behavior. © SAGE Publications, 2017. 11

A CRITICAL THINKING PERSPECTIVE ON ORGANIZATIONAL BEHAVIOR Table 1. 1: Ranking of the Most Important Skill for Employees by HR Professionals SOURCE: Are They Really Ready to Work? Employers’ Perspectives on the Basic Knowledge and Applied Skills of New Entrants to the 21 st-Century U. S. Workforce. Study conducted by the Conference Board, Partnership for 21 st-Century Skills, Corporate Voices for Working Families, and the Society for Human Resource Management, 2006. NOTE: Number of respondents varied for each question, ranging from 398 to 424. Percentages calculated out of total number of respondents electing “increase” in importance over the next five years. Neck, Organizational Behavior. © SAGE Publications, 2017. 12

A CRITICAL THINKING PERSPECTIVE ON ORGANIZATIONAL BEHAVIOR Figure 1. 4 Five-Step Critical-Thinking Framework for Managing and Changing Behavior Neck, Organizational Behavior. © SAGE Publications, 2017. SOURCE: Neck, C. , et al. , Management (Hoboken, NJ: Wiley, 2014): 5. 13

A CRITICAL THINKING PERSPECTIVE ON ORGANIZATIONAL BEHAVIOR Using the Scientific Method to Enhance Critical Thinking in OB Theory • A set of principles intended to explain behavioral phenomena in organizations. • Independent variables, dependent variables Neck, Organizational Behavior. © SAGE Publications, 2017. 14

A CRITICAL THINKING PERSPECTIVE ON ORGANIZATIONAL BEHAVIOR Figure 1. 5: Open Systems Theory: Inputs and Outputs Source: Basic Open System Model. CSAP Institute for Partnership Development. United States Department of Health and Human Services Neck, Organizational Behavior. © SAGE Publications, 2017. 15

OB Challenges and Opportunities Figure 1. 6: Challenges and Opportunities Facing Today’s Organizations Neck, Organizational Behavior. © SAGE Publications, 2017. 16

OB CHALLENGES AND OPPORTUNITIES Globalization • Globalization is a process by which the world has become increasingly connected through trade, culture, technology, and politics. Neck, Organizational Behavior. © SAGE Publications, 2017. 17

OB CHALLENGES AND OPPORTUNITIES Economic Factors • Economic events have had a significant effect on the workplace. Neck, Organizational Behavior. © SAGE Publications, 2017. 18

OB CHALLENGES AND OPPORTUNITIES Workforce Diversity • The demographic profile of the united states is changing, and the resulting diversity in the workforce is encouraging organizations to foster working environments that do not discriminate Neck, Organizational Behavior. © SAGE Publications, 2017. 19

OB CHALLENGES AND OPPORTUNITIES Customer Service • Organizations are creating customerresponsive cultures to meet the increasing needs and changing demands of their customer bases. Neck, Organizational Behavior. © SAGE Publications, 2017. 20

OB CHALLENGES AND OPPORTUNITIES People Skills • Managers and employees must have excellent people skills, such as the ability to communicate and interact with others, in order to work harmoniously with their colleagues Neck, Organizational Behavior. © SAGE Publications, 2017. 21

OB CHALLENGES AND OPPORTUNITIES Innovation and Change • Organizations need to stimulate innovation and change by becoming faster and more agile than competitors. Neck, Organizational Behavior. © SAGE Publications, 2017. 22

OB CHALLENGES AND OPPORTUNITIES Sustainability • Many organizations are striving to build a more sustainable and responsible global marketplace by taking environmental factors into consideration during decisionmaking and goal-setting. Neck, Organizational Behavior. © SAGE Publications, 2017. 23

Global Ethics are moral principles that guide our behavior. • No universally agreed upon “right” versus “wrong” moral answers. Neck, Organizational Behavior. © SAGE Publications, 2017. 24

Three Levels of Analysis in OB Figure 1. 7: The Three Main Levels of Analysis Neck, Organizational Behavior. © SAGE Publications, 2017. 25

THREE LEVELS OF ANALYSIS IN OB Individuals • Individuals are the foundation of organizations; the way they work and behave results in business success or failure. Neck, Organizational Behavior. © SAGE Publications, 2017. 26

THREE LEVELS OF ANALYSIS IN OB Teams • Teams or groups exist in all organizations, large or small, and their effective functioning is essential to the success of any organization. • Groups are different from teams in that groups are collections of people who don’t necessarily collaborate on the same project, while teams do. Neck, Organizational Behavior. © SAGE Publications, 2017. 27

THREE LEVELS OF ANALYSIS IN OB Organizations • Organizations provide individuals and groups with the tools and systems to achieve objectives and goals. Neck, Organizational Behavior. © SAGE Publications, 2017. 28

Positive OB and High. Involvement Management • Positive organizational behavior focuses on the strengths, virtues, vitality, and resilience of individuals and organizations Neck, Organizational Behavior. © SAGE Publications, 2017. 29

POSITIVE OB AND HIGH-INVOLVEMENT MANAGEMENT High-Involvement Management • Empower employees to make decisions. • Provide extensive training and opportunities to increase their knowledge base. • Share important information. • Provide incentives. Neck, Organizational Behavior. © SAGE Publications, 2017. 30