People

Make the Difference

Copyright 2010 John Wiley & Sons, Inc.

What is organizational behavior and why is

it important?
What are organizations like as work
settings?
What is the nature of managerial work?
How do we learn about organizational
behavior?
Copyright 2010 John Wiley & Sons, Inc.

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Organizational behavior
Study of human behavior in organizations.
An interdisciplinary field devoted to

understanding individual and group

behavior, interpersonal processes, and
organizational dynamics.

Copyright 2010 John Wiley & Sons, Inc.

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Scientific methods models

Simplified views of reality that attempt to

identify major factors and forces

underlying real-world phenomenon.
Link presumed causes of events

(independent variables) with outcomes

(dependent variables).
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Copyright 2010 John Wiley & Sons, Inc.

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A.

Field Studies

B.

Meta Analyses

C.

Case Studies

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Meta analyses use statistical pooling

from many studies. This aggregating
technique allows OB researchers to
generalize and apply the conclusions to
many OB situations.

Copyright 2010 John Wiley & Sons, Inc.

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Scientific thinking is important to OB:

The process of data collection is controlled

and systematic.
Proposed explanations are carefully tested.
Only explanations that can be scientifically

verified are accepted.

Copyright 2010 John Wiley & Sons, Inc.

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Contingency thinking
Managers must understand the demands of

different situations and develop responses that

best fit the circumstances and people
involved.
OB scientific models gather evidence of how

different situations can best be understood

and handled.
Copyright 2010 John Wiley & Sons, Inc.

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Modern workplace trends

Commitment to ethical behavior.
Importance of human capital.
Formal authority (command and control) replaced by

group decisions and consensus.

Emphasis on teamwork.
Pervasive influence of information technology.
Respect for new workforce expectations.
Changing concept of careers.
Copyright 2010 John Wiley & Sons, Inc.

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Organization
A collection of people working together in

a division of labor to achieve a common

purpose.

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The core purpose of an organization is

the creation of goods and services.
Mission statements focus attention on
the core purpose.

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Our Reason for Being:

To serve our customers' health needs with
imaginative science from plants and minerals;
To inspire all those we serve with a mission of
responsibility and goodness;
To empower others by sharing our knowledge,
time, talents, and profits; and
To help create a better world by exchanging our
faith, experience, and hope.
Copyright 2010 John Wiley & Sons, Inc.

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Strategy
Comprehensive plan that guides

organizations to operate in ways that allow

them to outperform their competitors.
See Toms of Maine strategy that supports

their mission.

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Copyright 2010 John Wiley & Sons, Inc.

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Stakeholders
People, groups, and institutions having an

interest in an organizations performance.

Interests of multiple stakeholders

sometimes conflict.

Copyright 2010 John Wiley & Sons, Inc.

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Organizational culture
The shared beliefs and values that

influence the behavior of organizational

members.
Reflects the internal personality of the

organization.
How we do things around here
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Copyright 2010 John Wiley & Sons, Inc.

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Constructive culture
Members are encouraged to work together in ways that

meet higher order human needs.

Passive/defensive culture
Members tend to act defensively in their working

relationships.

Aggressive/defensive culture
Members tend to act forcefully in their working

relationships to protect their status and positions.

Copyright 2010 John Wiley & Sons, Inc.

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Describe an organization you have

worked for, or been a member of.
How was the culture constructive?
Defensive? Aggressive? Explain.

Copyright 2010 John Wiley & Sons, Inc.

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Workforce diversity
Individual differences of organizational

members, based on gender, race and

ethnicity, age, able-bodiedness, and sexual
orientation.

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Multiculturalism
Refers to inclusiveness, pluralism and

genuine respect for diversity and individual

differences.

Copyright 2010 John Wiley & Sons, Inc.

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Your professor states: One of your assignments

this term is a team project. Please select and
sign up for a team project. Do you . . .
a)

Signal your friends in the classroom, and agree

to sign up together for the same team.

b)

Wait for everyone to sign up, and then decide.

c)

Just pick a team randomly.

Copyright 2010 John Wiley & Sons, Inc.

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Manager
Someone whose job it is to directly support

the work efforts of others.

Effective manager
One whose team consistently achieves its

goals while members remain capable,

committed, and enthusiastic.
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Task performance
Quality and quantity of the work produced

by the work unit as a whole.

Job satisfaction
How people feel about their work and the

work setting.

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The management process.

Planning
Organizing
Leading
Controlling

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Copyright 2010 John Wiley & Sons, Inc.

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The nature of managerial work.

Managers work long hours.
Managers are busy people.
Managers are often interrupted.
Managerial work is fragmented and variable.
Managers work mostly with other people.
Managers spend a lot of time communicating.
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Copyright 2010 John Wiley & Sons, Inc.

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Managerial skills and competencies

Skill
An ability to translate knowledge into

action that results in a desired

performance.

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Technical skill
Ability to perform specialized tasks.

Human skill
Ability to work well with other people.

Conceptual skill
Capacity to analyze and solve complex and

interrelated problems.
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Emotional intelligence
Ability to understand and deal with emotions.
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
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Moral Management includes ethics

in decision-making.
Immoral manager
Amoral manager
Moral manager
Practices ethics mindfulness.

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Copyright 2010 John Wiley & Sons, Inc.

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Learning
An enduring change in behavior that

results from experience.

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Life-long learning
Continuous learning from everyday work

experiences, colleagues, mentors, and training

seminars and workshops.

Organizational learning
Process of acquiring knowledge and utilizing

information to adapt successfully to changing

circumstances.
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Copyright 2010 John Wiley & Sons, Inc.

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