Chapter One: What Is Organizational Behavior

What Is Organizational
Behavior
Chapter One
2005 Prentice Hall Inc. All rights reserved. 12
What Managers Do
Managerial Activities
Make decisions
Allocate resources
Direct activities of others
to attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
Where Managers Work
Organization
A consciously coordinated social unit, composed of
two or more people, that functions on a relatively
continuous basis to achieve a common goal or set of
goals.
Management Functions
Planning
A process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing
Determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions
are to be made.
Leading
A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.
Controlling
Monitoring activities to ensure they are being accomplished as
planned and correcting any significant deviations.
Management Skills
Technical skills
The ability to apply specialized knowledge or expertise.
Human skills
The ability to work with, understand, and motivate other
people, both individually and in groups.
Conceptual Skills
The mental ability to analyze and diagnose complex situations.
Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
Decision making, planning, and controlling
2. Communication
Exchanging routine information and processing
paperwork
3. Human resource management
Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
Socializing, politicking, and interacting with others
Enter Organizational Behavior
Organizational behavior (OB)
A field of study that investigates the impact that
individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such
knowledge toward improving an organizations
effectiveness.
Replacing Intuition with Systematic Study
Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
Intuition
A feeling not necessarily supported by research.
Contributing Disciplines to the OB Field
Psychology
The science that seeks to measure, explain, and sometimes change
the behavior of humans and other animals.
Sociology
The study of people in relation to their fellow human beings.
Social Psychology
An area within psychology that blends concepts from psychology and
sociology and that focuses on the influence of people on one another.
Anthropology
The study of societies to learn about human beings and their
activities.
Political Science
The study of the behavior of individuals and groups within a
political environment.
There Are Few Absolutes in OB
Contingency variables
Situational factors: variables that moderate the
relationship between two or more other variables and
improve the correlation.
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 Workforce Diversity
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences
Challenges and Opportunities for OB (contd)
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
What Is Quality Management?
1. Intense focus on the customer.
2. Concern for continuous improvement.
3. Improvement in the quality of everything
the organization does.
4. Accurate measurement.
5. Empowerment of employees.
Improving Quality and Productivity
Quality management (QM)
The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
Requires employees to rethink what they do and
become more involved in workplace decisions.
Process reengineering
Asks managers to reconsider how work would be done
and their organization structured if they were starting
over.
Instead of making incremental changes in processes,
reengineering involves evaluating every process in
terms of its contribution.
Challenges and Opportunity for OB (contd)
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
Basic OB Model, Stage I
Model
An abstraction of reality.
A simplified representation of some real-world
phenomenon.
The Dependent Variables
x
y
Dependent variable
A response that is affected by an independent variable.
The Dependent Variables (contd)
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective output to the input
required to achieve it.
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary permanent withdrawal
from an organization.
Organizational citizenship behavior (OCB)
Discretionary behavior that is not part of an
employees formal job requirements, but that
nevertheless promotes the effective functioning of the
organization.
Job satisfaction
A general attitude toward ones job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.
The Independent Variables
Independent
Variables
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
Independent variable
The presumed cause of some change in the dependent
variable.
Foundations of
Individual Behavior
Chapter 2
Biographical Characteristics
Biographical Characteristics
Personal characteristicssuch as age, gender, and
marital statusthat are objective and easily obtained
from personnel records.
Ability, Intellect, and Intelligence
Ability
An individuals capacity to perform the various tasks
in a job.
Intellectual Ability
The capacity to do mental activities.
Multiple Intelligences
Intelligence contains four subparts:
cognitive, social, emotional, and cultural.
Physical Abilities
Physical Abilities
The capacity to do tasks demanding stamina,
dexterity, strength, and similar characteristics.
Learning
Learning
Involves change
Is relatively permanent
Is acquired through experience
Learning
Any relatively permanent change in behavior
that occurs as a result of experience.
Theories of Learning
Key Concepts
Unconditioned stimulus
Unconditioned response
Conditioned stimulus
Conditioned response
Classical Conditioning
A type of conditioning in which an individual
responds to some stimulus that would not
ordinarily produce such a response.
Theories of Learning (contd)
Key Concepts
Reflexive (unlearned) behavior
Conditioned (learned) behavior
Reinforcement
Operant Conditioning
A type of conditioning in which desired voluntary
behavior leads to a reward or prevents a punishment.
Key Concepts
Attentional processes
Retention processes
Motor reproduction processes
Reinforcement processes
Social-Learning Theory
People can learn through observation and direct
experience.
Key Concepts
Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning
speed and permanence.
Shaping Behavior
Systematically reinforcing each successive step that
moves an individual closer to the desired response.
Types of Reinforcement
Positive reinforcement
Providing a reward for a desired behavior.
Negative reinforcement
Removing an unpleasant consequence when the
desired behavior occurs.
Punishment
Applying an undesirable condition to eliminate an
undesirable behavior.
Extinction
Withholding reinforcement of a behavior to cause its
cessation.
Schedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforced each time it is
demonstrated.
Intermittent Reinforcement
A desired behavior is reinforced often enough to
make the behavior worth repeating but not every
time it is demonstrated.
Schedules of Reinforcement (contd)
Fixed-Interval Schedule
Rewards are spaced at uniform time intervals.
Variable-Interval Schedule
Rewards are initiated after a fixed or constant
number of responses.
Behavior Modification
Five Step Problem-Solving Model
1. Identify critical behaviors
2. Develop baseline data
3. Identify behavioral consequences
4. Develop and apply intervention
5. Evaluate performance improvement
OB Mod
The application of reinforcement concepts
to individuals in the work setting.
OB MOD Organizational Applications
Well Pay versus Sick Pay
Reduces absenteeism by rewarding attendance, not
absence.
Employee Discipline
The use of punishment can be counter-productive.
Developing Training Programs
OB MOD methods improve training effectiveness.
Self-management
Reduces the need for external management control.
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S

2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook

Chapter 3
Values, Attitudes,
and Job Satisfaction
Values
Values
Basic convictions that a specific mode of conduct or
end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence.
Value System
A hierarchy based on a ranking of an individuals
values in terms of their intensity.
Importance of Values
Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
Influence our perception of the world around us.
Represent interpretations of right and wrong.
Imply that some behaviors or outcomes are
preferred over others.
Types of Values - Rokeach Value Survey
Terminal Values
Desirable end-states of existence; the goals that a
person would like to achieve during his or her
lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving
ones terminal values.
Hofstedes Framework for Assessing Cultures
Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
Hofstedes Framework (contd)
Collectivism
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
Individualism
The degree to which
people prefer to act as
individuals rather than
a member of groups.
Achievement
The extent to which societal values are characterized
by assertiveness, materialism and competition.
Nurturing
The extent to which societal values emphasize
relationships and concern for others.
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.
Attitudes
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Affective Component
The emotional or feeling segment
of an attitude.
Cognitive component
The opinion or belief segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.
Types of Attitudes
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
The Theory of Cognitive Dissonance
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Measuring the A-B Relationship
Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude
Self-Perception Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.
An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.
Attitudes and Workforce Diversity
Training activities that can reshape employee
attitudes concerning diversity:
Participating in diversity training that provides for self-
evaluation and group discussions.
Volunteer work in community and social serve centers
with individuals of diverse backgrounds.
Exploring print and visual media that recount and
portray diversity issues.
Job Satisfaction
Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to:
Pressures to increase productivity and meet tighter
deadlines
Less control over work
The Effect of Job Satisfaction on Employee
Performance
Satisfaction and Productivity
Satisfied workers arent necessarily more productive.
Worker productivity is higher in organizations with
more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers
and to weed out lower performers.
How Employees Can Express Dissatisfaction
Exit
Behavior directed toward
leaving the organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
Job Satisfaction and OCB
Satisfaction and Organizational Citizenship
Behavior (OCB)
Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.
Job Satisfaction and Customer Satisfaction
Satisfied employees increase customer
satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover which helps build long-
term customer relationships.
They are experienced.
Dissatisfied customers increase employee job
dissatisfaction.

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