Organizational Behavior: Introduction

Organizational behavior is a field of study that draws on theory, methods & principles from different disciplines. It seeks to learn about: Individuals perceptions, values, learning capacities, & actions while working in groups & within the organization. The effect of the external environment on the organization and its human resources, missions, objectives, & strategies.

Organizational behavior:
Focuses on human behavior at individual, group, & organizational levels. Is multidisciplinary. Has a humanistic orientation. Is performance oriented. Is affected by the external environment. Relies on the scientific method. Has an applications orientation.

CONTRIBUTIONS TO THE STUDY AND APPLICATION OF OB

Behavior Science
Psychology

Topic, model, technique

Perception Values Attitudes Recruitment Selection Motivation

Level of Analysis
Individual

Sociology

Organization theory Power Organization culture Work teams Group development Change Behavioral change Attitude change Group processes Influence tactics Power and ethics Political strategies Group decision making Empowerment Conflict resolution Illusion of power Organization Group Field of OB

Social Psych.

Pol. Science

Anthropology

Cross-cultural Values & morals communication Cross-cultural analysis

OPERATING ASSUMPTIONS Organizational behavior follows

principles of human behavior Organizations are social systems Multiple factors shape organizational behavior Contingency approach: theres no one best way to manage in every situation; managers must find different ways that fit different situations Structure and processes affect organizational behavior and the emergent culture

A MODEL FOR MANAGING ORGANIZATIONS

Environment
Behavior within organizations: The individual Individual differences and diversity Content explanations of motivation Process explanations of motivation Rewards obtained through organized behavior Behavior within organizations: Groups and interpersonal influence Group behavior and teamwork Intergroup behavior and team building Realities of power and politics Basic explanations for effective leadership practice The structure and design of organizations The structural anatomy of organizations Designing effective jobs in the global era Designing effective organizations in the global era The processes of organizations Managing effective communication processes Managing effective decision-making processes

Environment

Managing effective change and renewal processes

CAUSES OF EFFECTIVENESS

Individual effectiveness

Group effectiveness

Organizational effectiveness

Causes Ability Skill Knowledge Attitude Motivation Stress

Causes Cohesiveness Leadership Structure Status Roles Norms

Causes Environment Technology Strategic choices Structure Processes Culture

MANAGEMENTS CONTRIBUTION TO EFFECTIVENESS0

Management performs the functions of: Planning Organizing Leading Controlling

To coordinate the behavior of: Individuals Groups Organizations

To attain: Individual effectiveness Group effectiveness Organizational effectiveness

Feedback

RELATIONSHIPS AMONG MANAGEMENT FUNCTIONS & INDIVIDUAL, GROUP & ORGANIZATIONAL EFFECTIVENESS
Management Functions Planning Organizing Leading Controlling

Sources of Effectiveness
Individuals Objectives Job designs Delegated authority Person-centered influence Individual standards of performance Groups Goals Department or unit Group-centered influence Group standards of performance Organizations Missions Integrative methods & processes Entity-centered influence Organization standards of performance

Strategic Results: The 4-P Cycle of Continuous Improvement

People (Skilled, motivated people who can handle change. Less stress.) Productivity (Less wasteful, more efficient use of all resources.) Products (Satisfied customers because of better quality goods/services.)

Processes (Faster, more flexible, leaner, and ethical organizational processes. Organizational learning.)

Skills Exhibited by an Effective Manager

1. Clarifies goals and objectives for everyone involved 2. Encourages participation, upward communication, and suggestions 3. Plans and organizes for an orderly work flow 4. Has technical and administrative expertise to answer organization-related questions 5. Facilitates work through team building, training, coaching and support 6. Provides feedback honestly and constructively

Skills Exhibited by an Effective Manager

(continued)
7. Keeps things moving by relying on schedules, deadlines, and helpful reminders 8. Controls details without being over-bearing 9. Applies reasonable pressure for goal accomplishment 10. Empowers and delegates key duties to others while maintaining goal clarity and commitment 11. Recognizes good performance with rewards and positive reinforcement

Evolution of the 21st-Century Manager

Past Managers Future Managers Primary Role Order giver, privileged elite, manipulator, controller advocate, sponsor Learning & Periodic learning, narrow Knowledge specialist with multiple specialities Compensation Time, effort, rank Criteria Cultural Orientation Monocultural, monolingual multilingual Facilitator, team member, teacher, Continuous life-long learning, generalist

Skills, results Multicultural,

Evolution of the 21st-Century Manager (continued)

Past Managers Primary Source of Influence View of People Primary Communications Pattern Decision-Making Style Ethical Considerations Future Managers Formal authority interpersonal) Potential problem Vertical Knowledge (technical Primary resource Multidirectional

Limited input for individual decisions Afterthought

Broad-based input for joint decisions Forethought

Evolution of the 21st-Century Manager (continued)

Nature of Interpersonal Relationships Handling of Power Hoard and Key Information Approach to Resist Change Past Managers Competitive (win-lose) Future Managers Cooperative (win-win)

Share

Facilitate

What Is Total Quality Management? (TQM)

Schonberger: TQM is continuous, customer-centered, employeedriven improvement.

Principles of TQM: Do it right the first time to eliminate costly rework Listen to and learn from customers and employees Make continuous improvement an everyday matter Build teamwork, trust and mutual respect

The Total Quality Management Movement

W. Edwards Demings ideas about the human side of quality improvement: Formal training in statistical process control techniques and teamwork Helpful leadership, rather than order giving and punishment Elimination of fear so employees will feel free to ask questions Emphasis on continuous process improvements rather than on numerical quotas Teamwork Elimination of barriers to good workmanship