Chapter 1

1. Chapter 1 What Is Organizational Behaviour?

2. Chapter 1 Outline • Defining Organizational Behaviour • Today’s Challenges in the Canadian Workplace • OB: Making Sense of Behaviour in Organizations • Levels of Organizational Behaviour

3. What Is Organizational Behaviour? • What is organizational behaviour? • What challenges do managers and employees face in the workplace of the 21st century? • How will knowledge of organizational behaviour make a difference for you? Questions for Consideration

4. Organizational Behaviour • . . . a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

5. Why Do We Study OB? • To learn about yourself and how to deal with others • You are part of an organization now, and will continue to be a part of various organizations • Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time • Some of you may want to be managers or entrepreneurs

6. What Is an Organization? • A consciously coordinated social unit, composed of a group of people, which functions on a relatively continuous basis to achieve a common goal or set of goals.

7. Organizational Level • Productivity • Developing Effective Employees • Global Competition • Managing in the Global Village Group Level • Working With Others Workplace • Workforce Diversity Individual Level • Job Satisfaction • Empowerment • Behaving Ethically Exhibit 1-1 Challenges Facing the Workplace

8. Today’s Challenges in the Canadian Workplace • Challenges at the Individual Level • Job Satisfaction • Empowerment • Behaving Ethically • Challenges at the Group Level • Working With Others • Workforce Diversity

9. Today’s Challenges in the Canadian Workplace • Challenges at the Organizational Level • Productivity • Developing Effective Employees • Absenteeism • Turnover • Organizational Citizenship • Competition From the Global Environment • Managing and Working in a Global Village

10. Productivity • Productivity • A performance measure including effectiveness and efficiency • Effectiveness • Achievement of goals • Efficiency • The ratio of effective work output to the input required to produce the work

11. Effective Employees • Absenteeism • Failure to report to work • Turnover • Voluntary and involuntary permanent withdrawal from the organization • Organizational citizenship behaviour • Discretionary behaviour that is not part of an employee’s formal job requirements, but is helpful to the organization

12. Contributing Disciplines to the OB Field • Psychology • Sociology • Social Psychology • Anthropology • Political Science

13. Behavioural Contribution Unit of Output science analysis Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Psychology Performance appraisal Attitude measurement Employee selection Work design Work stress Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Sociology Formal organization theory Study of Organizational technology Organizational Group Organizational change Behaviour Organizational culture Behavioural change Attitude change Social psychology Communication Group processes Group decision making Organization system Comparative values Comparative attitudes Cross-cultural analysis Anthropology Organizational culture Organizational environment Conflict Political science Intraorganizational politics Power Exhibit 1-2 Toward an OB Discipline

14. The Rigour of OB • OB looks at consistencies • What is common about behaviour, and helps predictability? • OB is more than common sense • Systematic study, based on scientific evidence • OB has few absolutes • OB takes a contingency approach • Considers behaviour in context

15. Beyond Common Sense • Systematic Study • Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence • Behaviour is generally predictable • There are differences between individuals • There are fundamental consistencies • There are rules (written & unwritten) in almost every setting

16. Organization systems level Group level Individual level Exhibit 1-3Basic OB Model, Stage I

17. Productivity Absence Turnover Human output Satisfaction Organizational commitment Workplace interaction Exhibit 1-4 Basic OB Model, Stage II Human resource policies and practices Organization Work design Organizational structure and culture and design technology Organization Systems Level Group Change and Leadership decision making stress Group Work Communication structure teams Other Power and Conflict groups politics Group Level Biographical characteristics Personality Perception Motivation Values and attitudes Individual decision making Human Individual Differences Ability input Individual Level

18. Summary and Implications • OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. • OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment. • OB uses systematic study to improve predictions of behaviour.

19. Flexibility Internal Focus External Focus Control Exhibit 1-5 Competing Values Framework

20. Competing Values Framework • Internal-External Dimension • Inwardly toward employee needs and concerns and/or production processes and internal systems or • Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future • Flexibility-Control Dimension • Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services or • Controlling or stable, maintaining the status quo and exhibiting less change