Organizational Behavior:Organizational Behavior:

IntroductionIntroduction

Organizational Sociology (OS)

Strategic Management

Decrease inProductivity

Type of Analysis

Le

vel o

f A

na

lys

is

Theoretical Applied (Practical)

Organization as a Social Phenomenon

Macro

Meso Organization Theory (OT)

Change Management

Organizational Behavior (OB)

Human Resource Management

Micro

ClockworksClockworks

Human Behavior Human Behavior in Organizationsin Organizations

or Snake pit?or Snake pit?

Goals ofOrganizational Behavior

Goals ofOrganizational Behavior

PredictionPredictionPredictionPrediction

ControlControlControlControlExplanationExplanationExplanationExplanation

Depicting a Typical Large Organizational Structure

Administrative Middle Administrative Middle

Technical LowerTechnical Lower

Institutional Institutional Top Top

managementmanagement

ManagementManagement

ManagementManagement

Environment

Scientific Management Theory

Administrative Management Theory

Planning

Organizing

Command

Coordination

Control

Fayol’s 14 Management Principles

Centralization

Scalar Chain

Order

Division of Work

Authority

Discipline

Unity of Command

Unity of Direction

Subordination of Individual

Interests to the General Interest

Remuneration

Equity

Stability of Tenure of Personnel

Initiative

Esprit de Corps

Luther Gullick and Lyndall Urwick (1937) incorporated Fayol’s theory into American

administration – “Duties of an administrator

Organizing

Reporting

Directing Coordinating

Planning

Budgeting

Staffing

Bureaucratic Model

Division of Labor

Written formal rules

Hierarchal arrangement of officers

Impersonality Max Weber’sBureaucraticcharacteristics

Max Weber’sBureaucraticcharacteristics

Specialization

Security of tenure

Fixed authority and official jurisdiction

Hawthorne Studies

Mintzberg's Managerial Roles

Informational Roles

Interpersonal Roles

Decisional Roles

Mintzberg's Managerial Roles

What do managers do

Entrepreneur

Figurehead

Liaison

Monitor

Disseminator

Spokesperson

Disturbance Handler

Leader

Resource allocator

Negotiator

Managerial SkillsWhat skills do managers need?

Conceptual Skills

Human skills

Technical skills

Research by Robert L. Katz

Allocation of Activities by Time

Interdisciplinary Influences on Organizational Behavior

Political Science

PsychologyPsychology SociologySociology

Social Psychology

Anthropology

x

y

Dependent variable

A response that is affected by an independent variable.

Dependent Variable in Organizational Dependent Variable in Organizational BehaviorBehavior

Dependent Variable in Organizational Dependent Variable in Organizational BehaviorBehavior

ProductivityProductivity

Job SatisfactionJob Satisfaction

Organizational Organizational IdentityIdentity

Job InvolvementJob Involvement

OrganizationalOrganizational CommitmentCommitment

Organizational Organizational CitizenshipCitizenship BehaviorBehavior

Absenteeism,Absenteeism, Turnover Turnover

Independent Variable in Independent Variable in Organizational BehaviorOrganizational Behavior

Collective Collective LevelLevel

VariablesVariables

IndividualIndividualLevel Level

VariablesVariables

IndependentIndependentVariablesVariables

Trend 1: Globalization

BBExtend their activities to other parts of the world

CCActively participate in other markets

DDCompete against firms in other countries

Global companies

Trend 1: Globalization

AANew organizational structures

BBDifferent forms of

communication

CCMore competition, change,

mergers, downsizing, stress

DDNeed more sensitivity to cultural differences

Implications of

globalization

Trend 2: Changing Workforce

Changing Workforce

2

3

4

5

6

More women in workforce and professionsMore women in workforce and professions

Different needs of Gen-X, Gen-Y, and baby-boomersDifferent needs of Gen-X, Gen-Y, and baby-boomers

Employment RelationshipEmployment Relationship

Telecommuting Telecommuting

Contingent work Contingent work

7

21 Primary and secondary diversityPrimary and secondary diversity

Virtual teamsVirtual teams

The Four Layers of The Four Layers of DiversityDiversity

Personality

Functional Level/ Classification

Geographic Location

Age

WorkLocation Seniority

Division/Dept./Unit/

Group

WorkContent/

Field

UnionAffiliation

Mgmt.Status

MaritalStatus

ParentalStatus

Appearance

EducationalBackground

WorkExperience

Race

Income

PersonalHabits

Religion

RecreationalHabits

Ethnicity

PhysicalAbility

SexualOrientation

Trend 3: Empowerment

Managers Are Giving up Controls

Workforce Are Accepting Responsibility

Managers Are Delegating power

Empowerment

Trend 4: Information Technology

Affects how organizations are configured

Network structures –- alliance of several organizations

Affects how employees interact

Virtual teams

Telecommuting

Information Technology

Trend 5: Values and Ethics

• Stable, long-lasting beliefs about what is important

• personal, cultural, organizational, professional

Values

• Moral principles/values – determines whether actions are right/wrong and outcomes are good/bad

Ethics

• Globalization – more awareness of different values

• Values replacing command-and-control• More emphasis on

ethical business conduct

Importance

of values

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