Organizational Behavior

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Organizational Behavior
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Organizational Behavior-What is it?

• OB Involves the study of process-how people in
  social systems function with each other to get
  work done.
• OT deals more with the structural elements of
  organizations.
• How to put the pieces together to facilitate the
  process

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Process involves managers and managing

• Managers, a structural component of
  organizations, interacts (process component) with
  others to accomplish work.
• Make decisions, allocate resources, direct
  activities.
• Accomplish organizational and personal goals

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Process involves managers and managing contd.

• Managers work in organizations
• Combination of structural and process components.

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Managers interpersonal skills are important.

• Why?

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Managers interpersonal skills are important.
Why?

• Because the way that managers view organizations
  is changing.

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How do we frequently view Organizations and
People in them?

• Classical Paradigm-a structural approach
• Organizations are machines
• Machines consist of components e.g. equipment,
  people, buildings, cash, raw materials.
• Managers job is to fit the components of the
  machine together in the most efficient way

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Whats New?

• Human Relations/Systems Paradigm
• Organizations are social systems
• Systems consist of elements, a boundary and the
  relationship among the elements
• Social systems consist of the relationships
  (process) among individuals within a given
  structure

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What is a System?
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Organizational Behavior

• OB is 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 organizations effectiveness and
  efficiency.

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Effectiveness vs. Efficiency

• Open Systems vs. Closed Systems

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Organizational Behavior

• OB is concerned with the study of what people do
  in an organization (social system) and how that
  behavior affects the performance of the
  organization (its effectiveness and efficiency).
• Individual Behavior
• Individual and group behavior
• Organizational structure

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What do managers do?

• Plan, organize, lead and control
• Process components
• Fill Certain Roles (sets of behaviors)
• Interpersonal
• Informational
• Decisional

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What kind of skills do managers need?

• Technical
• Human
• Conceptual

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Activities managers perform that makes them
successful

• Depends on what success is.
• Getting promoted
• Human Resources and networking
• Achieving Organizational Goals
• Decision making, planning, controlling,
  communicating
• These two sets of activities frequently work
  against each other.

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Contributing Disciplines to the OB Field

• From where does OB draw its expertise?

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Introduction

• Organizational behavior is an applied behavioral
  science that is built upon contributions from a
  number of behavioral disciplines.
• The predominant areas are psychology, sociology,
  social psychology, anthropology, and political
  science.
• Exhibit 1-3 overviews the major contributions to
  the study of organizational behavior.

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Psychology

• Psychology is the science that seeks to measure,
  explain, and sometimes change the behavior of
  humans and other animals.
• Early industrial/organizational
• fatigue, boredom, and other factors relevant to
  working conditions that could impede efficient
  work performance.
• More recently,
• learning, perception, personality, emotions,
  training, leadership effectiveness, needs and
  motivational forces, job satisfaction,
  decision-making processes, performance
  appraisals, attitude measurement, employee
  selection techniques, work design, and job stress

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Sociology

• Sociologists study the social system in which
  individuals fill their roles that is, sociology
  studies people in relation to their fellow human
  beings.
• Their greatest contribution to OB is through
  their study of group behavior in organizations,
  particularly formal and complex organizations

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Social Psychology

• Social psychology blends the concepts of
  psychology and sociology.
• It focuses on the influence of people on one
  another.
• Major areahow to implement it and how to reduce
  barriers to its acceptance.

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Anthropology

• Anthropology is the study of societies to learn
  about human beings and their activities.
• Anthropologists work on cultures and
  environments for instance, they have helped us
  understand differences in fundamental values,
  attitudes, and behavior among people in different
  countries and within different organizations.

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Political Science

• Frequently overlooked
• Political science studies the behavior of
  individuals and groups within a political
  environment.

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Why is the study of organization behavior
important?
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Why is the study of organization behavior
important?

• Viewing organizations as closed systems is no
  longer valid
• Components are no longer homogeneous Work Place
  diversity
• Globalization makes hierarchical communications
  too slow
• Information Technology gives power and
  information to the one who can use it best.

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Why is the study of organization behavior
important?

• The environment is changing rapidly making
  adaptation and change crucial to survival-
  organizations as closed systems isnt a valid
  model.
• Improving Quality and Productivity
• Improving ethical behavior

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Now, do successful organizations put people
first?

• A Debate

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Pro side

• Yes they do because organizations are social
  systems and the care and feeding of people and
  their relationships is crucial to the
  organizations being able to be effective

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Con side

• No, most organizations are social systems
  secondarily. Their first need is to be efficient
  and to make money. Managers need to be plugged
  into the outside environment but minimizing
  resources such as people is crucial to the
  success of the enterprise.

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Foundations of Individual Behavior

• Biographical, Ability and Learning
• Variables

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Chapter 2 looks at three individual variables
that affect organizational behavior.

• Biographical Characteristics
• Ability
• Learning

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Biographical characteristics

• Age
• Gender
• Tenure
• Marital Status

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Ability

• Intellectual
• Physical
• Ability-fit

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Learning

• Three theories
• Classical conditioning
• Pavlovs dogs
• Operant conditioning
• Reward/punishment
• Social learning
• Observation and perception
• Use of models

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Shaping

• Molding learning in graduated steps
• Reinforced at each step by
• Positive or negative reinforcement
• Punishment
• Extinction