INTRODUCTION TO

ORGANIZATIONAL BEHAVIOR
CHAPTER 1

@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2008

What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial Activities
Make decisions
Allocate resources
Direct activities of others
to attain goals

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.

Management Functions
Planning

Organizing

Management
Functions
Controlling

Leading

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

Management
Functions (contd)
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.

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

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

Mintzbergs Managerial Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by per mission of Pearson Education.

E X H I B I T 11

Mintzbergs Managerial Roles

(contd)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by per mission of Pearson Education.

E X H I B I T 11 (contd)

Mintzbergs Managerial Roles

(contd)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by per mission of Pearson Education.

E X H I B I T 11 (contd)

Management
Skills
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.

Effective Versus Successful

Managerial Activities (Luthans)
1. Traditional management
Decision making, planning, and controlling

2. Communication
Exchanging routine information and processing
paperwork

3. Human resource management

Motivating, disciplining, managing conflict, staffing,
and training

4. Networking
Socializing, politicking, and interacting with others

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.

Enter
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 organizations effectiveness.

It is a combination of scientific, conceptual

and applied discipline.

Scientific involve large numbers of research

Conceptual constantly add concepts to the
basic concept of OB
Applied the information is about effective
practices to be extended to other aspects

OB provides useful sets of tools at all levels

Helps managers to look at individual behavior

Increases managers understanding of
interpersonal relations when 2 or more
interact
It examines relationship within small groups
It provides insight of the whole systems that
have interorganizational relationships

Managers role is to understand employees & use the

understanding to get employees function effectively
& efficiently
Directly, OB improve people-org relationship

Manager & administrative systems

Human & social systems
Organization & technical systems

Thus, org must benefit these relationships as it

would bring quality, lower cost & harmony working
climate
Due to the inter-relationship emerge, the org
basically practices mgmt
This mgmt practices implies the input process-output
model

This model affected by the external forces

Human, Information, Materials & Technology

Human the internal social system of an org which
divided into 2 categories
Information org needs knowledge to function
efficiently & effectively
Materials it is the input that needed to be processed
& converted into what is required by org
Technology it provides resources with which
people work & it will affect the task being
performed

FUNDAMENTAL CONCEPTS

OB start with a set of fundamental concepts

revolving around the nature of people &
organization

HOLISTIC OB

Nature of People
Individual Differences
A whole Person
Motivated Behavior
Human Dignity

Nature of Org
Social Systems
Mutual Interest

NATURE OF PEOPLE

INDIVIDUAL DIFFRENCES

A WHOLE PERSON

Individual is differ from one another

Thus, mgmt must treat each employee differently though
there are standard to be followed
A person can not be separated from his skills, knowledge
& so on
Mgmt may wish to employ only employees brain, but
they actually employ the whole person
So do the some life, which has effect on work lfe of an
employee
When mgmt develop a better emplyee, they actually
shaping better person

MOTIVATED BEHAVIOR

Normal behavior occur for certain causes

Thus, it relates to the persons need & the

consequences of certain act
Thus, mgmt has 2 choices either to:

E.g. eating due to hunger

Provide reasons to do certain action that will increase

need fulfillment or
Provide threat to decrease the need fulfillment if they
do undesired behavior

HUMAN DIGNITY

When compared to all production, people will be

placed above all because of the universe rule
Because of this, they must be treated with respect,
dignity & should be provided with necessary
recognition
Employees always want to be valued for their
skills & abilities and to be provided with
opportunities to improve themselves

NATURE OF ORGANIZATION

SOCIAL SYSTEMS

Org is social systems and thus the activities are governed

by social laws & psychological laws
People have psychological needs, social roles & status
Social systems divided into 2 types

This system implies that org environment is a dynamic

change

Formal/official interaction set by org

Informal interaction between members to fulfill social
needs for affiliation

All parts of systems are interdependent & subject to

influence by any other part

MUTUAL INTEREST

Org needs people and people need org

They are formed and maintained on this basis
Mutual interaction will lead to ability for both
parties to achieve their own goals
If mutuality is lacking, it makes no sense to try to
assemble a group & develop cooperation
Therefore, it provides a super-ordinate goal

Goal that can be accomplished through the integrated

of individuals & their employers

BASIC APPROACHES IN OB

There are 5 approaches:

Interdisciplinary approach
Human Resources / Supportive Approach
A Contingency Approach
Productivity / Results Oriented Approach
Systems Approach

INTERDISCIPLINARY

It integrates social science & other disciplines such

as medical & biology
The combination of disciplines will improve the
people-org relationship
This knowledge then known as behavioral science
which represents a systemized body of knowledge
that pertains to why & how people behave as they do
Such knowledge could help managers to deal with
people at works in order to function as a whole
social unit

HUMAN RESOURCES

It directs all resources to growth &

development of people so there will be higher
level of competency, self-fulfillment &
creativity
Traditionally, managers make decision &
supervise & control employees closely, but
this approach shape managers to be more
supportive & create climate for expanding
capabilities & supporting the employees
growth & performance

A CONTINGENCY

Traditionally, management practiced one best way

to all types of organizations
As time goes by, many complex situation influence
the organization & this results the contingency
approach

Different situation require different behavirol practices for

effectiveness

Strength it encourages analysis of each situation

prior to action & at the same time, discouraging
habitual practices based on universal assumptions
about people

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PRODUCTIVITY

All org aim to achieve relevant outcome (results).

Thus, it is a result or productivity orientation
It defined as a ratio that compares units of output
with units of input
Productivity measures level of output produced &
how efficient one produces desired output
It also takes account on human & social input &
output such as job satisfaction & performance

SYSTEMS

System is made up of several subsystems

which actively interact & influences each
other
An event that appears to affect one individual
or department may have significant influences
elsewhere in the org
It is necessary to make a cost-benefit analysis
to identify whether the potential action will
have positive or negative effect

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