Organizational Behavior MBA-542 - PowerPoint Presentation

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Organizational BehaviorMBA-542Instructor: Erlan Bakiev, Ph.D.

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Chapter 1 Introduction to Organizational Behavior

Essentials of Organizational Behavior, 11/e

Stephen P. Robbins & Timothy A. Judge

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After reading this chapter, you should be able to:1-3

Define organizational behavior (OB).Explain the value to OB of systematic study.Identify the major behavioral science disciplines that contribute to OB.

Demonstrate why few absolutes apply to OB.

Identify the challenges and opportunities managers have in applying OB concepts.

Identify the three levels of analysis in OB.Slide4

The Field of Organizational Behavior1-4

Organizational Behavior studies the influence that individuals, groups and structure have on behavior within organizations.Its chief goal is to apply that knowledge toward improving an organization’s effectiveness.Slide5

Focal Points of OB1-5JobsWork

AbsenteeismEmployment turnoverProductivityHuman performanceManagementSlide6

Complementing Intuition with Systematic Study1-6

Intuition: your “gut feeling” explanation of behavior.Systematic study improves ability to accurately predict behavior.Assumes behavior is not random.

Fundamental consistencies underlie behavior.These can be identified and modified to reflect individual differences.Slide7

Systematic Study1-7Examines relationships.Attempts to attribute causes and effects.

Bases conclusions on scientific evidence:On data gathered under controlled conditions.Data is measured and interpreted in a reasonably rigorous manner.Slide8

Evidence-Based Management1-8Complements systematic study.Bases decisions on the best available scientific evidence.

Forces managers to become more scientific in their thinking.Slide9

Contributing Disciplines to the OB Field1-9

Micro

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The Individual

Macro

:

Groups &

OrganizationsSlide10

Few Absolutes in OB1-10Impossible to make simple and accurate generalizations

Human beings are complex and diverseOB concepts must reflect situational conditions: contingency variablesSlide11

Challenges and Opportunities for OB 1-11

Responding to Economic PressuresResponding to Globalization

Managing Workplace DiversityImproving Customer Service

Improving People Skills

Stimulating Innovation and Change

Coping with “Temporariness”

Working in Networked Organizations

Helping Employees with Work-Life Conflicts

Improving Ethical BehaviorSlide12

Responding to Economic Pressures1-12Effective management is especially important during tough economic times. Employees look to their managers to provide security during the instability of a recession. Slide13

Responding to Globalization1-13Increased foreign assignmentsDiffering needs and aspirations in workforce

Working with people from different culturesDomestic motivational techniques and managerial styles may not workOverseeing movement of jobs to countries with low-cost laborSlide14

Managing Workforce Diversity1-14Workforce diversity:

organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation Slide15

Diversity Implications1-15“Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity while, at the same time, not discriminating.”Slide16

Improving Customer Service & People Skills1-16The majority of employees in developed nations work in service jobs and they must know how to please their customers.

People skills are essential to succeed in today’s organizations.Slide17

Stimulating Innovation and Change1-17

FlexibilityQuality ImprovementStaying CompetitiveSlide18

Temporariness1-18Jobs are constantly changing

Skills need to be updated for workers to stay on targetWorkers need to be able to deal with changeEmployees need to be able to cope with flexibility, spontaneity and unpredictability Slide19

Working in Networked Organizations1-19

Managers must adapt their skills and communication styles to succeed in an online environmentSlide20

Helping Employees handle work-life conflict1-20

The line between work and non work has blurred and managers are increasingly dealing with conflicts that arise between work and life away from work. Slide21

Thinking Positive1-21Creating a positive work environment can be a competitive advantagePositive Organizational Scholarship

(Positive OB): Examines how organizations develop human strengths, foster vitality and resilience, and unlock potential.Focus is on employee strengths, not their weaknesses.Slide22

Three Levels of OB Analysis1-22

Chapters 2 - 7Chapters 8 - 13

Chapters 14 - 16

Plan of the BookSlide23

Implications for Managers1-23OB helps with:Insights to improve people skills

Valuing of workforce diversityEmpowering people and creating a positive work environmentDealing with change in the workplaceCoping in a world of temporarinessCreating an ethically healthy work environmentSlide24

Keep in Mind…1-24OB’s goal is to understand and predict human behavior in organizations.Fundamental consistencies underlie behavior.

It is more important than ever to learn OB concepts.Both managers and employees must learn to cope with temporariness.Slide25

Summary1-25Defined Organizational Behavior (OB).

Show the value to OB of systematic study.Identified the major behavioral science disciplines that contribute to OB.

Demonstrated how few absolutes apply in OB.Identified the major challenges and opportunities managers have in applying OB concepts.

Identified the three levels of analysis in OB.