Introduction to Organizational Behavior

What’s OB?

Organizational Behavior Defined• Organizational Behavior (OB)

▫ The study of what people think, feel and do in and around organizations

• Organizations▫ Groups of people who work interdependently toward

some purpose Structured patterns of interactions Coordinated tasks Work toward some purpose

What is Organizational Behavior?•Definition: The study of human behavior, attitudes,

and performance in organizations.•Value of OB: Helps people attain the competencies

needed to become effective employees, team leaders/members, or managers

•Competency = an interrelated set of abilities, behaviors, attitudes, and knowledge needed by an individual to be effective in most professional and managerial positions

Organizational Behavior in Context

Organizational Organizational Behavior Behavior

Organizational Organizational TheoryTheory

PersonalityPersonality EmotionsEmotionsValue SystemValue System

BehaviorBehavior PerceptionsPerceptionsMotivationMotivation Learning StylesLearning Styles

Physical AttributesPhysical Attributes CognitionsCognitions

(Meso)

(Micro)

(Macro)

TeamsTeams ConflictConflict

LeadershipLeadershipStressStress

StructureStructureOrganizational Organizational DevelopmentDevelopmentCultureCulture

Organizational Organizational ChangeChange

Industry Industry EnvironmentEnvironment

OrganizationalOrganizationalBehaviorBehaviorResearchResearch

UnderstandUnderstandorganizationalorganizational

eventsevents

PredictPredictorganizationalorganizational

eventsevents

InfluenceInfluenceorganizationalorganizational

eventsevents

Why Study Organizational Behavior

OrganizationalOrganizationalBehaviorBehaviorAnchorsAnchors

MultidisciplinaryMultidisciplinaryAnchorAnchor

Organizational Behavior Anchors

Multidisciplinary AnchorTraditional Disciplines Relevance to OB Topics

Psychology Drives, perception, attitudes, personality, stress, conflict, emotions, leadership

Sociology Teams, roles, socialization, communication, power, structures

Anthropology Culture, structure, intergroup conflict, coalition formation, power and politics, decision-making, organizational environments

Economics Decision-making, negotiation, power

Industrial engineering Job design, productivity, work measurement

Emerging Disciplines

Communications Knowledge management, e-mail, socialization

Information systems Team dynamics, decision-making, knowledge management

Marketing Knowledge management, creativity, decision-making

Woman’s studies Power, perceptions, diversity

Contributing Disciplines to the OB Field

PsychologyThe science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

Contributing Disciplines to the OB Field (cont’d)SociologyThe study of people in relation to their fellow human beings.

Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

Contributing Disciplines to the OB Field (cont’d)

AnthropologyThe study of societies to learn about human beings and their activities.

Contributing Disciplines to the OB Field (cont’d)



Systematic Systematic Research Research

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Systematic Research Anchor• Scientific Method

▫ Understand, predict and control▫ Provide precise and operational definitions▫ Use reliable and valid measures▫ Follow systematic methods▫ Ensure results are cumulative




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ContingencyContingencyAnchorAnchor


Contingency Anchor• “It depends” factors

▫ Idea that a particular action may have different consequences in different situations and with different individuals

• Discovering ▫ Which “conditions” apply to understand behavior and

organizational events




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Multiple Levels Multiple Levels of Analysis of Analysis

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Organizational processes

Multiple Levels of Analysis Anchor

Team processes

Individual processes




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Open Systems Open Systems AnchorAnchor

Multiple Levels Multiple Levels of Analysis of Analysis

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Open Systems Anchor• Open systems

▫ Organizations that take their sustenance from the environment and, in turn, affect that environment through their output

Open Systems Anchor of OB Need to monitor and adapt to environment

External environment -- natural and social conditions outside the organization

Receive inputs from environment; transform them into outputs back to the environment

Stakeholders – anyone with a vested interest in the organization

Organizations consist of interdependent parts (subsystems) that need to coordinate

Open Systems Anchor of OB

FeedbackFeedback

FeedbackFeedback

Knowledge Management Defined

Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success

Structural CapitalStructural Capital

Relationship Relationship CapitalCapital

Knowledge captured in systems and structures

Value derived from satisfied customers, reliable suppliers, etc.

Human CapitalHuman CapitalKnowledge that people possess and generate

Intellectual Capital

• Awareness

• Freedom to apply

• Communication

• Communities of practice

• Hiring talent

• Acquiring firms

• Individual learning

• Experimentation

KnowledgeKnowledgeacquisitionacquisition

KnowledgeKnowledgesharingsharing

KnowledgeKnowledgeuseuse

Knowledge Management Processes

Seven Foundation Competencies of OB

Managing Self

Managing Communication

Managing Diversity

Managing Ethics

Managing Across Cultures

Managing Teams

Managing Change

Definition of the Managing Self Competency

• Involves the ability to assess your own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning (including new or modified skills, behaviors, and attitudes)

Core Abilities of the Managing Self Competency

• Understand the personality and attitudes of yourself and

others• Perceive, appraise, and interpret accurately yourself,

others, and the immediate environment• Understand and act on your own and others work-related

motivations and emotions• Assess and establish developmental, personal/life-related,

and work-related goals• Take responsibility for managing yourself and your career

Definition of the Managing Communication

Competency• Involves the ability to use all the modes of

transmitting, understanding, and receiving ideas, thoughts, and feelings, (verbal, listening, nonverbal, written, electronic, etc.) for accurately transferring and exchanging information and emotions

Core Abilities of the Managing Communication

Competency

• Convey information, ideas, and emotions so they are received as intended

• Provide constructive feedback

• Engage in active listening

• Use and interpret nonverbal communication effectively

• Engage in effective verbal communication

• Engage in effective written communication

• Effectively use electronic communication resources

Definition of the Managing Diversity Competency

• Involves the ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual

DomesticDomesticPartnersPartners

DomesticDomesticPartnersPartners

Major Workforce Diversity Categories

RaceRaceRaceRaceNon-HinduNon-HinduNon-HinduNon-Hindu

NationalNationalOriginOrigin

NationalNationalOriginOrigin

AgeAgeAgeAge

DisabilityDisabilityDisabilityDisability

GenderGenderGenderGender

Changing Workforce and Diversity

Race

Mental/physical ability

AgeGender

Sexual orientation

Ethnicity

First language Life

experiencesReligion

Occupation Geographic location

Behavioral style

Marital status

Parental status

Work style

Income

Education

Work experienc

e

Workforce has increasing diversity along several dimensions

Primary categories gender, age, ethnicity,

etc.

Secondary categories some control over (e.g.

education, marital status)

Core Abilities of the Managing Diversity Competency

• Foster an environment of inclusion for all• Learn from others with different characteristics,

experiences, perspectives, and backgrounds• Embrace and support diversity• Work with others because of their talents and

contributions, rather than personal attributes• Provide leadership in addressing diversity-based

conflicts• Apply diversity laws, regulations, and organizational

policies related to your position

Selected Categories of Diversity*•Primary Categories: Genetic characteristics that affect a

persons self-image and socialization, appear to be unlearned and are difficult to modify

▫Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectional orientation

•Secondary categories: Learned characteristics that a

person acquires and modifies throughout life

▫Education, work experience, income, marital status, religious beliefs, geographic location, parental status, behavioral style

Definition of the Managing Ethics Competency

• Involves the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors

Ethics

• Definition: Values and principles that distinguish right from wrong. NOT IN TEXT: Ethics are often based upon laws, organizational policies, social norms, family, religion, and/or personal needs, and may be subject to differing interpretations with problems in proving “truth”

• Ethical Dilemma*: A situation in which an individual or team must make a decision that involves multiple values.

Core Abilities of the Managing Ethics Competency

• Identify and describe the principles of ethical decision making and behavior

• Assess the importance of ethical issues in actions

• Apply laws, regulations, and organizational rules in making decisions and taking action

• Demonstrate dignity and respect for others

• Demonstrate honest and open communication limited only by legal, privacy, and competitive considerations

Definition of the Managing Across Cultures Competency

• Involves the ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind▫Culture = the dominant pattern of living, thinking, and

believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations

▫Cultural values = those consciously and subconsciously deeply held beliefs that specify general preferences, behaviors, and define what is right and wrong.

Core Abilities of the Managing Across Cultures Competency

• Understand, appreciate, and use cultural factors that can affect behavior

• Appreciate the influence of work-related values on decisions, preferences, and practices

• Understand and motivate employees with different values and attitudes

• Communicate in the local language• Deal effectively with extreme conditions in foreign

countries• Utilize a global mindset (use a worldwide perspective to

constantly assess threats or opportunities)

Individualism* as a Work-Related Value

• Individualism = the tendency of people to look after themselves and their immediate family, which implies a loosely integrated society

• In cultures that emphasize individualism, people view themselves as independent, unique, and special; value individual goals over group goals; value personal identity, personal achievement, pleasure, and competition; accept interpersonal confrontation; and are less likely to conform to other’s expectations

• Such cultures include the United States, Australia, New Zealand and the United Kingdom

• Example: “Stand on your own two feet!”

Collectivism* as a Work-Related Value

• Collectivism = the tendency of people to emphasize their belonging to groups and to look after each other in exchange for loyalty

• Cultures that emphasize collectivism are characterized by a tight social framework, concern for the common welfare, emotional dependence of individuals on larger social units, a sense of belonging, a desire for harmony, with group goals being viewed as more important than individual goals, and a concern for face-saving

• Such cultures include Japan, China, Venezuela, and Indonesia

• Example: “The nail that sticks up gets hammered down!”

Definition of the Managing Teams Competency

• Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals

Core Abilities of the Managing Teams Competency

• Determine when and how to use teams

• Set clear performance goals directly or participatively

• Define responsibilities and tasks directly or participatively

• Show accountability for goal achievement

• Use appropriate decision-making methods

• Effectively manage conflicts

• Assess performance and take corrective action as needed

Definition of the Managing Change Competency

• Involves the ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in a person’s area of responsibility

Core Abilities of the Managing Change Competency

• Apply the other six competencies in pursuit of needed

changes• Provide leadership in planned change• Diagnose pressures for and resistance to change• Use the systems model and relevant processes to

facilitate change• Seek out, learn, share, and apply new knowledge in the

pursuit of constant improvement

Purpose of OB: Intellectual Capital• Human Capital

▫ KSAOs of employees (e.g., knowledge, education, experience, skill, abilities)

• Social Capital▫ Relationships of employees (e.g., networks,

connections, friends)

• Structural Capital▫ Knowledge captured and retained in organizational

systems and structures

Trends in Organizational Behavior

Trends in OB• Globalization

• Information Technology

• Changing Workforce

• Emerging Employment Relationships

• Workplace Values and Ethics

Globalization• Defined

▫ Economic, social, and cultural connectivity with people in other parts of the world

• Effects of globalization▫ New organizational structures▫ Different forms of communication▫ More diverse workforce.▫ More competition, mergers, work intensification and

demands for work flexibility

Changing Workforce• U.S. Descriptive Statistics within 50 years

▫ 14% African American

▫ 1 of 4 employees will be Hispanic

▫ 8% Asian American

• 50% of paid workforce = women

• Age issues Older staying, younger coming in Clash of generational ties!

Changing Workforce Implications

• Leverage diversity advantage

• Adjust to the new workforce

Employment Relationships Work-life balance

Number one indicator of career success Priority for many young people looking for new

jobs

Contingent work No explicit or implicit contract for long-term

employment, or minimum hours of work can vary in a nonsystematic way

Employability “New deal” employment relationship Continuously learn new skills

Employability vs Job Security

Job SecurityJob Security

• Lifetime job securityLifetime job security

• Jobs are permanentJobs are permanent

• Company manages Company manages careercareer

• Low emphasis on skill Low emphasis on skill developmentdevelopment

EmployabilityEmployability

• Limited job securityLimited job security

• Jobs are temporaryJobs are temporary

• Career self-Career self-managementmanagement

• High emphasis on skill High emphasis on skill developmentdevelopment

Virtual WorkUsing information technology to perform one’s job away from the traditional physical workplace

Telecommuting (telework) Working from home, usually internet

connection to office

Virtual teams Operate across space, time, and

organizational boundaries with members who communicate mainly through electronic technologies

Challenges and Opportunities for OB

•Responding to Globalization▫Increased foreign assignments▫Working with people from different cultures▫Coping with anti-capitalism backlash▫Overseeing movement of jobs to countries

with low-cost labor▫Managing people during the war on terror.

•Managing Workforce Diversity▫Embracing diversity▫Changing U.S. demographics▫Implications for managers

Recognizing and responding to differences

Challenges and Opportunities for OB (cont’d)•Improving Quality and Productivity

▫Quality management (QM)▫Process reengineering

•Responding to the Labor Shortage▫Changing work force demographics▫Fewer skilled laborers▫Early retirements and older workers

•Improving Customer Service▫Increased expectation of service quality▫Customer-responsive cultures

• Improving People Skills•Empowering People•Stimulating Innovation and Change•Coping with “Temporariness”•Working in Networked Organizations•Helping Employees Balance Work/Life

Conflicts• Improving Ethical Behavior•Managing People during the War on

Terrorism

Challenges and Opportunity for OB (cont’d)

Basic OB Model, Stage I

ModelAn abstraction of reality.A simplified representation of some real-world phenomenon.

Basic OB Model, Stage II

Thank you

Introduction to Organizational Behavior

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