This document provides an introduction to organizational behavior. It defines key terms like OB, management functions, and dependent and independent variables that influence organizational outcomes. It describes how OB draws from various disciplines like psychology, sociology, and anthropology to study individual and group behavior in organizations. It also outlines major challenges and opportunities for applying OB concepts, like responding to workforce diversity, improving quality and ethics.

1. Introduction to Organization Behavior www.profmanishparihar.blogspot.com

4. Where Managers Work Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

5. Management Functions Management Functions Planning Organizing Leading Controlling

6. Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

7. Management Functions (cont’d) Organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

8. Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

9. Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

10. Mintzberg’s Managerial Roles E X H I B I T 1 –1 Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

11. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

12. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

13. Allocation of Activities by Time

20. Defining Organizational Behavior Organizational behavior (OB) 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 organization’s effectiveness.

21. Group Level Individual Level Organizational Level

23. Complementing Intuition with Systematic Study Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. Intuition “ Gut” feelings about “why I do what I do” and “what makes others tick”.

24. Contributing fields to OB field

26. Contributing Disciplines to the OB Field E X H I B I T 1 –3 (cont’d) Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

27. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1 –3 (cont’d) Sociology The study of people in relation to their fellow human beings.

28. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1 –3 (cont’d) Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

29. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1 –3 (cont’d) Anthropology The study of societies to learn about human beings and their activities.

30. There Are Few Absolutes in OB x y Contingency variables: "It Depends!!!" Situational factors that make the main relationship between two variables change---e.g., the relationship may hold for one condition but not another. Country 1 x y Country 2 May be related to May NOT be related to In In

32. Major Workforce Diversity Categories Domestic Partners Race Non-Christian National Origin Age Disability E X H I B I T 1 –4 Gender

35. A Downside to Empowerment?

36. Basic OB Model, Stage I E X H I B I T 1-6 Model An abstraction of reality. A simplified representation of some real-world phenomenon.

38. The Dependent Variables Dependent variable A response that is affected by an independent variable (what organizational behavior researchers try to understand). x y

39. The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency. Effectiveness Achievement of goals. Efficiency Meeting goals at a low cost.

40. The Dependent Variables (cont’d) Absenteeism The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization.

41. The Dependent Variables (cont’d) Deviant Workplace Behavior Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.

42. The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.

43. The Dependent Variables (cont’d) Job satisfaction A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics.

44. The Independent Variables Independent Variables Can Be Independent variable The presumed cause of some change in the dependent variable; major determinants of a dependent variable. Individual-Level Variables Organization System-Level Variables Group-Level Variables

45. Basic OB Model, Stage II E X H I B I T 1- 7

48. Sigmund Freud’s theory of psychoanalysis

55. Transactional Analysis

63. The final human output…