Introduction to Organizational Behavior

1. Introduction to Organizational Behavior

2. What’s OB?

3. 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

4. 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

5. Organizational Behavior in Context Value System Organizational Behavior Personality Emotions Behavior Perceptions Motivation Learning Styles (Micro) Physical Attributes Cognitions Conflict Teams (Meso) Leadership Stress Structure Organizational Development Culture Organizational Theory Industry Environment Organizational Change (Macro)

6. Why Study Organizational Behavior Understand organizational events Organizational Behavior Research Predict organizational events Influence organizational events

7. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors

8. Multidisciplinary Anchor

9. Contributing Disciplines to the OB Field PsychologyThe science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

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

11. Contributing Disciplines to the OB Field (cont’d) Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

12. Contributing Disciplines to the OB Field (cont’d) AnthropologyThe study of societies to learn about human beings and their activities.

13. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor

14. 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

15. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor Contingency Anchor

16. 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

17. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor Multiple Levels of Analysis Anchor Contingency Anchor

18. Organizational processes Team processes Individual processes Multiple Levels of Analysis Anchor

19. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor Open Systems Anchor Multiple Levels of Analysis Anchor Contingency Anchor

20. Open Systems Anchor • Open systems • Organizations that take their sustenance from the environment and, in turn, affect that environment through their output

21. 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

22. Feedback Feedback Feedback Feedback Open Systems Anchor of OB

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

24. Intellectual Capital Human Capital Knowledge that people possess and generate Structural Capital Knowledge captured in systems and structures Relationship Capital Value derived from satisfied customers, reliable suppliers, etc.

25. Knowledge sharing Knowledge use Knowledge Management Processes Knowledge acquisition • Hiring talent • Acquiring firms • Individual learning • Experimentation • Communication • Communities of practice • Awareness • Freedom to apply

26. Seven Foundation Competencies of OB • Managing Self • Managing Communication • Managing Diversity • Managing Ethics • Managing Across Cultures • Managing Teams • Managing Change

27. 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)

28. 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

29. 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

30. 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

31. 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

32. Major Workforce Diversity Categories Gender NationalOrigin Disability Age Non-Hindu Race DomesticPartners

33. Changing Workforce and Diversity First language Life experiences Religion • Workforce has increasing diversity along several dimensions • Primary categories • gender, age, ethnicity, etc. • Secondary categories • some control over (e.g. education, marital status) Geographic location Occupation Ethnicity Race Marital status Mental/physical ability Sexual orientation Behavioral style Gender Parental status Age Education Work style Income Work experience

34. 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

35. 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

36. 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

37. 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.

38. 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

39. 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.

40. 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)

41. 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!”

42. 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!”

43. Definition of the Managing Teams Competency • Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals

44. 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

45. 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

46. 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

47. 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

48. Trends in Organizational Behavior

49. Trends in OB • Globalization • Information Technology • Changing Workforce • Emerging Employment Relationships • Workplace Values and Ethics

50. 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