robbin chpter 1 OB1F03

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Chapter 1, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.

Copyright 2003 Pearson Education Canada Inc.

Chapter 1

What IsOrganizational

Behaviour?


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Agenda

Defining Organizational Behaviour

Todays Challenges in the Workplace

OB: Making Sense of Behaviour in

Organizations

Levels of Organizational Behaviour


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What Is Organizational

Behaviour?

What is organizational behaviour?

What challenges do managers and

employees face in the workplace of the

21st century?

How will knowledge of organizational

behaviour make a difference for you?

Questions forConsideration


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Organizational Behaviour

. . . a field of study that investigates the

impact that individuals, groups and

structure have on behaviour withinorganizations, for the purpose of applying

such knowledge toward improving an

organizations effectiveness.


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Why Do We Study OB?

To learn about yourself and how to deal withothers

You are part of an organization now, and willcontinue to be a part of various organizations

Organizations are increasingly expectingindividuals to be able to work in teams, at least

some of the time Some of you may want to be managers or

entrepreneurs


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What Is an Organization?

A consciously coordinated social unit,

composed of a group of people, which

functions on a relatively continuous basisto achieve a common goal or set of goals.


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Characteristics OfOrganisation

Communication

Cooperative efforts

Common objectives

Rules and regulations

According to Barnard these are the four major

characteristics of organisation.


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Features Of Organisation

Identifiable Aggregation Of Human Being

Deliberate And Conscious Creation

Purposive Creation

Coordination Of Activities

Structure

Rationality


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Organisation as system

The boundry of syseam classified in to two

parts

Closed system

open system


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Exhibit 1-1 Challenges

Facing the Workplace

Workplace

Organizational Level

Productivity Developing Effective Employees Global Competition Managing in the Global Village

Group Level

Working With Others Workforce Diversity

Individual Level

Job Satisfaction Empowerment Behaving Ethically


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Todays Challenges in the

todays Workplace Challenges at the Individual Level

Job Satisfaction

Empowerment

Behaving Ethically

Challenges at the Group Level

Working With Others

Workforce Diversity


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Todays Challenges in the

todays Workplace Challenges at the Organizational Level

Productivity

Developing Effective Employees

Absenteeism

Turnover

Organizational CitizenshipCompetition From the Global Environment

Managing and Working in a Global Village


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Productivity

ProductivityA performance measure including

effectiveness and efficiency Effectiveness

Achievement of goals

EfficiencyThe ratio of effective work output to theinput required to produce the work


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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

employees formal job requirements, but is helpful to

the organization


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Contributing Disciplines to

the OB Field Psychology

Sociology

Social Psychology

Anthropology

Political Science


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Exhibit 1-2

Toward an OB Discipline

Social psychology

Psychology

Behaviouralscience

Contribution Unit of analysis

Output

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selection

Work designWork stress

Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

ConflictIntraorganizational politicsPower

Organizational cultureOrganizational environment

Behavioural change

Attitude changeCommunicationGroup processesGroup decision making

Group

Comparative valuesComparative attitudesCross-cultural analysis

Individual


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The Rigour of OB

OB looks at consistenciesWhat 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 approachConsiders behaviour in context


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Beyond Common Sense

Systematic StudyLooking at relationships, attempting to

attribute causes and effects and drawingconclusions based on scientific evidenceBehaviour is generally predictable

There are differences betweenindividuals

There are fundamental consistencies

There are rules (written & unwritten)in almost every setting


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Exhibit 1-3

Basic OB Model, Stage I

Organization systems level

Group level

Individual level


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Exhibit 1-4Basic OB Model, Stage II

AbilityHuman

input

Values andattitudes

Motivation Individual

decision making

Personality Per ception

Biographical

characteristics

Leadership

Work design

and

technology

Organizational

culture

Change and

stress

Group

decision making

Other

groupsConflict

Power and

politics

Work

teams

Individual Level

Group Level

OrganizationSystems Level

Satisfaction

Organizational

commitment

Turnover

Absence

Productivity

Workplace

interaction

Human

output

CommunicationGroup

structure

Human resource

policies and

practices

Organization

structure

and design

Individual

Differences


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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.


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Exhibit 1-5Competing Values

FrameworkFlexibility

Control

InternalFocus

ExternalF

oc

us


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C i ht 2003 P Ed ti C d I

Competing Values

Framework Internal-External Dimension

Inwardly toward employee needs and concerns and/or productionprocesses and internal systems

or

Outwardly, toward such factors as the marketplace, governmentregulations, and the changing social, environmental, and technologicalconditions 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 lesschange

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robbin chpter 1 OB1F03