TOPIC 1

INTRODUCTION OF
ORGANIZATIONAL
BEHAVIOR
LEARNING OBJECTIVES
After studying this topic, you should be able to:
1.Define organizational behaviour (OB)
2.Demonstrate the importance of interpersonal skills in the workplace
3.Identify the major behavioural science discipline that contribute to OB
4.Identify managers’ challenges and opportunities in applying OB concepts
1.1 Fundamentals of Organizational
Behaviour (OB)
Definition of OB

A Organizational behavior (OB) is 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 organization’s effectiveness.
1.1 Fundamentals of Organizational
Behaviour
 Interpersonal skills play in determining a manager’s effectiveness
 Organizational Yield/Outcomes of Incorporating OB principles into workplace:
1. Generate superior financial performance
2. Develop managers interpersonal skills helps organization attract and keep high performing
employees
3. Strong association exist between the quality of workplace and job satisfaction, stress and
turnover whereby, positive relationship between co workers and supervisors associated with
lower stress at work and lower intention to quit.
4. Increasing OB elements in organization foster social responsibility awareness that can train
future leader in addressing social issue within their organization
1.2 Management and Organizational
Behaviour
DEFINITION:MANAGER AND
DEFINITION OF OB ORGANIZATION

• ORGANIZATIONAL BEHAVIOUR • MANAGER

“A field of study that investigates the impact that An individual who achieves goals through other
individuals groups and structure have on people
behaviour within organizations for the purpose
of applying such knowledge towards improving • ORGANIZATION
an organization’s effectiveness” 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
1.2 Management and Organizational Behaviour
Managers activities
Managers activities
1.2 Management and Organizational Behaviour
Management Roles Minztberg’s managerial roles
MINZTBERG’S MANAGERIAL ROLES
TYPES OF ROLES DESCRIPTION EXAMPLE
1. Responsible for managing relationship with organizational members and
INTERPERSONAL other constituents
ROLES
a. Figurehead Symbolic head, required to perform a Appear community functions,
number of routine duties of a legal or attend social events, host
social nature luncheon for important
customers.
b. Leader Responsible for the motivation and Manager work with and through
direction employees their employees to ensure the
organizational’ goals are met.
c. Liaison Maintains a network of out side Developing constituents
constituent
MINZTBERG’S MANAGERIAL ROLES
TYPES OF ROLES DESCRIPTION EXAMPLE
2. Responsible for gathering and disseminating information to the stakeholders of
INFORMATIONAL the organization
•ROLES
MINZTBERG’S MANAGERIAL ROLES
a. Monitor Receive a wide variety of information, Seek out information from their
serve as nerve center of internal and subordinates and liaisons
external information of the organization contacts to identify potential
opportunities and threat for the
organization
b. Disseminator Transmits information received from Pass an important information to
outsiders or from other employees to members of their work group
members of the organization who need to perform duties
effectively and efficiently
c. Spokeperson Transmit information to outsiders plans, Directors and shareholders must
policies, actions, and results; serves as be advised about financial
expert on organization’s industry performance and strategic
directions of the organization
MINZTBERG’S MANAGERIAL ROLES
TYPES OF ROLES DESCRIPTION EXAMPLE
3. DECISIONAL Responsible for processing the information and reaching conclusions.
ROLES
a. EntrepreneurSearches organization and its environment Developing new product,
for opportunities and initiates project to services or processes
• MINZTBERG’Sbring
MANAGERIAL
about change ROLES
b. Disturbance handler Responsible for corrective action when Cope with conflict and resolve
organization faces important/unexpected problems such as dealing with
disturbance irate customer, intervening in
dispute between employees
c. Resource allocator Makes or approves significant Determine which project will
organizational decision receives organizational resources
in terms of financial, equipment,
time, information, technology
etc.
d. Negotiator Responsible for representing the Negotiate with employees,
organization at major negotiations suppliers, customers or other
work group
Management skills
– Technical Skills – the ability to apply specialized
knowledge or expertise. All jobs require some
specialized expertise, and many people develop their
technical skills on the job.
– Eg. Knowledge of tools, techniques and procedures
– Human Skills – the ability to work with,
understand, and motivate other people, both
individually and in groups.
– Eg. Skill to resolve conflict, to encourage
cooperation and to persuade etc.
– Conceptual Skills – the mental ability to analyze
and diagnose complex situations.
– Eg. Skill to monitor the business environment
involves scanning the external environment for
sales, business, economic and social trend that might
affect the organization
Effective Versus Successful Managerial Activities
Exhibit 1-2 Allocation of Activities by Time

Source: Based on F. Luthans, R. M. Hodgetts, and S. A. Rosenkrantz, Real Managers (Cambridge, MA:
Ballinger, 1988).
Effective Versus Successful Managerial
Activities
• Luthans and his associates found that all managers engage in four
managerial activities:
– Traditional management – decision making, planning and
controlling
– Communication – exchanging routine information and
processing paper work
– Human resource management- motivating, disciplining
managing conflict staffing and training
– Networking- socializing, politicking, and outsiders
1.3 DISCIPLINE OF THE OB FIELD
1.3 DISCIPLINES OF THE OB FIELD
Exhibit 1-3 Toward an OB Discipline
1.3 DISCIPLINES OF THE OB FIELD

•Psychology
•seeks to measure, explain, and sometimes change the behavior of humans
and other animals.

•Social psychology
•blends the concepts of psychology and sociology Psychology
•seeks to measure, explain, and sometimes change the behavior of humans and other
animals.
1.3 DISCIPLINES OF THE OB FIELD

• Sociology
• studies people in relation to their social environment or culture.
• Anthropology
• is the study of societies to learn about human beings and their activities.
1.4 Challenges and Opportunities of OB
Exhibit 1-4 Employment Options

Sources: J. R. Anderson Jr., et al., “Action Items: 42 Trends Affecting Benefits, Compensation, Training, Staffing and Technology,”
HR Magazine (January 2013) p. 33; M. Dewhurst, B. Hancock, and D. Ellsworth, “Redesigning Knowledge Work,” Harvard
Business Review (January–February 2013), pp. 58–64; E. Frauenheim, “Creating a New Contingent Culture,” Workforce
Management (August 2012), pp. 34–39; N. Koeppen, “State Job Aid Takes Pressure off Germany,” The Wall Street Journal
(February 1, 2013), p. A8; and M. A. Shaffer, M. L. Kraimer, Y.-P. Chen, and M. C. Bolino, “Choices, Challenges, and Career
Consequences of Global Work Experiences: A Review and Future Agenda,” Journal of Management (July 2012), pp. 1282–1327.
1.4 Challenges and Opportunities of OB
NO CHALLENGES DESCRIPTION
1 Economic pressure
2 Continuing globalization
3 Workforce demographic
4 Workforce diversity
5 Customer service
6 People skills
7 Network organization
8 Social media
9 Employee well being at work
10 Positive work environment