Chapter 1-What Is Organizational Behaviour

Chapter 1
Organizational
Behaviour
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Organizational
Behaviour
• . . . a field of study that investigates
how individuals, groups and structure
affect and are affected by behaviour
within organizations, for the purpose of
applying such knowledge toward
improving an organization’s
effectiveness.
Why Do We Study OB?
• To learn about yourself and others

• To understand how the many organizations you
encounter work.
• To become familiar with team work
• To help you think about the people issues faced by
managers and entrepreneurs
Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-3
Copyright © 2007 Pearson Education Canada
. What is an
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
What Managers Do
Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesofofothers
othersto
to
attain
attaingoals
goals
Where Managers Work
Management Functions
Planning Organizing
Management
Functions
Controlling Leading
(cont’d)
(cont’d)
(cont’d)
(cont’d)
Roles and Skills in the New
Workplace
Flexibility
Mentor Innovator
External Focus
Internal Focus
Facilitator Broker
Monitor Producer
Coordinator Director
Control
Mintzberg’s Managerial
Roles
Roles (cont’d)
Roles (cont’d)
How Companies are
Changing
“New” Companies “Old” Companies
• Believe casual days are • Think casual Fridays are pitiful
progressive • Charge employees for perks and
• Believe titles are obsolete incentives
• Don't impose on employees' • Hold events on employee time
personal time • Have flex time: but only
• Allow staff to come and go as between 7:30 a.m. and 6:30 p.m.
they please • Hide financial results from their
• Offer all employees stock employees
options • Encourage employee input --
• Let employees make decisions but rarely act on it
that affect their work • Employ rigid hierarchies (chain
• Offer assistance with childcare of command)
• Have minimal bureaucracy (red • Stop at “open door” policies
tape)
Challenges Facing the
Workplace
Organizational Level
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village
Group Level
• Working with others
• Workforce diversity Workplace
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically
Developing Effective Employees
Organizational Citizenship Behaviour (OCB)

– Discretionary behaviour that is not part of an
employee’s formal job requirements, but that
nevertheless promotes the effective functioning
of the organization.
Putting People First
• Putting people first generates a committed

workforce and positively affects the bottom
line.
• People will work harder when they feel they
have “more control and say in their work.”
• How do you Put people first?
Global Competition
• In recent years, businesses have faced tough

competition.
• To survive, they have had to reduce costs,
increase productivity, and improve quality.
Managing and Working in a
Multicultural World
• Managers and employees must become capable
of working with people from different cultures:
The Layers of OB
The Organization
Change
Organizational culture
Decision making
The Group Leadership
Power and politics

Negotiation
Conflict
Communication
The Individual Groups and teams
Motivating self and others

Emotions
Values and attitudes
Perception
Personality
How Will Knowing OB
Make a Difference?
• For Managers
• For Individuals
Toward an OB Discipline
Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Psychology Individual decision making
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 Group Organizational
Organizational change Behaviour
Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
Comparative values system
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational environment
Conflict
Political science Intraorganizational politics
Power
Characteristics of OB
• Behavioural Approach to management
• Cause and Effect relationship
• OB is a branch of social science
• Three Level of Analysis
• A science as well as an art
• A study of theory, research and application
• Beneficial to both the organisation and the
individual
• Rational thinking about people and their behaviour
Bottom Line: OB Is For
Everyone
• Organizational behaviour is not just for
managers.
• OB applies equally well to all situations in
which you interact with others: on the
basketball court, at the grocery store, in
school, or in church.

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Chapter 1

• To learn about yourself and others

Organizational Citizenship Behaviour (OCB)

• Putting people first generates a committed

• In recent years, businesses have faced tough

Power and politics

Motivating self and others

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