ORGANIZATIONAL

BEHAVIOR

ADM501
INTRODUCTION
COURSE LEARNING OUTCOME
 Explain the implications of individual, team and
organizational processes in moulding employees’
behaviours in the organization
 Report verbally and in writing the influence of individual,
team and organizational processes in moulding
employees’ behaviours in the organization
 Analyse issues in relation to individual, team and
organizational level influence in moulding employees’
behaviour
TOPICS
1. NTRODUCTION TO OB

2. INDIVIDUAL BEHAVIOR, PERSONALITY AND VALUES

3. PERCEPTION AND LEARNING

4. WORKPLACE ATTITUDE

5. MOTIVATION IN THE WORKPLACE

6. WORK RELATED STRESS AND STRESS MANAGEMENT

7. TEAMS

8. COMMUNICATION

9. CONFLICT

10. LEADERSHIP

11. ORGANIZATIONAL CULTURE

12. ORGANIZATIONAL CHANGE

COURSE ASSESSMENT
Activity Marks When?
QUIZ 5% Week 6
TEST 15% Week 6
MOVIE REVIEW 10% Week 11
PRESENTATION 10% Conducted every
week beginning from
Week 4
FINAL EXAMINATION 60% 2nd – 25th Jan 2018
TOTAL 100%
Quiz (5%)
• This assessment consists of 20 true or false questions, and covers the first
two topics (Introduction to Organizational Behavior and Individual Behavior,
Personality and Values).
Test (15%)
• The test paper consists of two sections; A and B. Section A consists of 15
multiple choice questions, whilst section B consists of three short essay
questions. Students are required to answer both sections. Mid-term test only
emphasizes three topics which are (1) Introduction to Organizational
Behavior, (2) Individual Behavior, Personality and Values and, (3) finally
chapter on Perception and Learning.
Tutorial Questions Presentation (10%)
• This assessment requires students to answer the given tutorial questions. A
list of tutorial questions covering topic 1, 2 and 3 will be given. Students are
required to perform this task in group; identifying group members and
selecting one tutorial question. Students should discuss together, to identify
the content of the discussion that need to be presented in i-Learn.
CHAPTER TUTORIAL QUESTIONS SUBMISSIO
N
Introduction to 1. Define organizational behavior. What are various factors that are considered important to regulate individual Week 3
Organizational behaviour.
Behavior 2. Explain any two examples of desirable workplace behaviors and discuss efforts in increasing these Week 4
behaviors.
3. Describe any four challenges of organizational behavior Week 5
Individual 4. You are applying for the job of sales associate. You have just found out that you will be given a personality
Behaviors, assessment as part of the application process. You feel that this job requires someone who is very high in
Values and extraversion, and someone who can handle stress well. You are relatively sociable and can cope with some
Personality stress but honestly you are not very high in either trait. The job pays well and it is a great stepping-stone to
better jobs. How are you going to respond when completing the personality questions? Are you going to make
an effort to represent yourself as how you truly are? If so, there is a chance that you may not get the job. How
about answering the questions to fit the salesperson profile? Isn’t everyone doing this to some extent anyway?
a) What are the advantages and disadvantages of completing the questions honestly?
b) What are the advantages and disadvantages of completing the questions in a way you think the company
is looking for?
c) What would you really do in a situation like this?

5. Explain the five dimensions of Big-Five personality and identify which dimensions are important for Week 6
managerial behavior.
6. “If everyone were alike, the task of managing organizations would be much easier”. Do you agree or Week 7
disagree with this statement? Explain.
7. Discuss any four examples of organizational values and its contributions. Week 8
Perception and 8. During a diversity management session, a manager suggests that stereotypes are a necessary part of working Week 9
Learning with others. “I have to make assumptions about what’s in the other person’s head, and stereotypes help me do
that,” she explains. “It’s better to rely on stereotypes than to enter a working relationship with someone from
another culture without any idea of what they believe in!”. Discuss the merits of and problems with the
manager’s statement.

9. Define perception and discuss any four factors affecting perception. Week 10
10. Explain fundamental attribution error and differentiate between primary effect and recency effect Week 11
11. Explain any five determinants of learning. Week 12
Movie Review Report (10%)
• Movie selected must be within the organizational behavior
field, and agreeable by both, the respective lecturer and
students. Students are allowed to have 3-4
member/group, and the essay comprises 2500 words.
Students are required to review the movie based on
predetermined guidelines. Submission of essay is made
through turnitin, and similarity rate will be observed.
Discussion of this assignment could be initiated via ilearn.
The submission of group assignment is scheduled by the
respective lecturer/s.
• Synopsis, Issues identification, issues and organizational
behavior, rectifying problem
WEEKLY ACTIVITIES
• Tutorial via ilearn
• Past examination questions
• Article review
REFERENCES
Main Text Books:
• Mc Shane, S. L., Olekalns, M. and Travaglione, T. (2013) Organizational
Behaviour. Emerging Knowledge. Global Insights 4th edition, New York:
McGraw-Hill.
• Mc Shane, S. L and Von Glinow, M.A. (2010), Organizational Behavior-
Emerging Realities for the Workplace Revolution (International Edition, 5 th
edition), Mc Graw – Hill, NY USA.

Additional References:
• Buchanan, D.A. and Huczynski, A. A. (2010) Organizational Behaviour,
Introductory text. 7th edition New York: Prentice Hall.
• Newstrom, J.W. (2007) Organizational Behaviour at work, 12 th edition, Boston:
McGraw-Hill.
• Robbins, S.P. And Judge, T.A. (2010) Organizational Behaviour, 14 th edition,
Upper Saddle River: Pearson/Prentice Hall.
• Schermerhorn, J.R., Uhl-Bien M. and Osborn R.N. (2012) Organizational
Behaviour, 12th edition New York: Wiley.
CHAPTER 1: INTRODUCTION
TO ORGANIZATIONAL
BEHAVIOR
CHAPTER OUTLINE

What is Organizational Behaviour (OB) ?

Why Study OB ?

OB Foundations

Types of Individual Behavior

Challenges and Trends in OB

Anchors of OB knowledge

Conclusion
WHAT IS ORGANIZATIONAL BEHAVIOUR (OB)

 Organizational behavior (OB) is the study of the way people interact within
groups. Normally this study is applied in an attempt to create more efficient
business organizations.
 The central idea of the study of organizational behavior is that a scientific
approach can be applied to the management of workers. Organizational
behavior theories are used for human resource purposes to maximize the output
from individual group members.
 The study of what people think, feel and do in and around organizations (Mc
Shane 2013).
 The study that investigates the impact that individuals, groups and structure
have on behavior, and how that behavior affect the performance of the
organization (Robbins et al., 2004; Saha 2006).
 The study of human behavior, attitudes and performance within an organizational
setting; drawing on theory, methods, and principles from such disciplines as
psychology, sociology and cultural anthropology to learn about individual, groups,
structure and processes (Ivancevich & Matteson, 2002)
WHAT IS ORGANIZATIONAL BEHAVIOR (OB)

OB studies identify three determinants of behavior in

organizations: individuals, groups and organizational
level characteristics
Employee behavior, decisions, perceptions and
emotional responses
How individuals and teams in organizations relate to one
another and to their counterparts in other organizations
Encompasses the study of how organizations interact
with their external environments especially in the
context of employee behavior and decisions
DEFINITION OF ORGANIZATION

Mc Shane (2013) organizations are group of people who work

interdependently toward some purpose (public sector more to
give service to people/private sector they are gaining the profit for
the organization) – internal environment
A social unit of people that is structured and managed to meet
a need or to pursue collective goals. All organizations have a
management structure that determines relationships between the
different activities and the members, and subdivides and assigns
roles, responsibilities, and authority to carry out different tasks.
Organizations are open systems (they affect and are affected by
their environment) – various factors impinge effectiveness; clients,
legal, political, economic and technological change and
development – external environment
DEFINITION OF ORGANIZATION

A coordinated unit consisting at least two people who

function to achieve a common goal or set of goals
Large and small, domestic and global, successful and
unsuccessful (Gibson, Ivancevich, Donelly and
Konopaske, 2009)

Consists of
communicate Coordinate collaborate
people who:
PERSONAL FACTORS

Age:
performance,
turnover
Gender:
Marital status: leadership,
absenteeism, analytical,
turnover, problem
satisfaction solving

Physical
abilities: Education:
strength, generalist,
flexibility, specialist
coordination
Abilities: IQ,
memory,
perceptual
speed
ORGANIZATIONAL AND ENVIRONMENTAL FACTOR

Facilities: satisfaction, commitment

Structure: accelerating work matters

Rewards system: personal/group accomplishments

Leadership: servant, ethical, autocratic

Economic: employment opportunities, wages

Cultural: ethics, achievement needs

Political: ideology
FOUNDATIONS OF OB

 It emerged as a distinct field around late 1930s early 1940s.

 But organizations have been studied by experts in other field for many
centuries e.g.
 Greek philosopher Plato wrote – the essence of leadership

 Chinese philosopher Confucius – the virtues of ethics and leadership

 1776 – Adam Smith – the benefits of job specialization and division of labor
(organization as a machine)

 German Sociologist Max Weber – Rational organizations, work ethic and

charismatic leadership (humanizing the organization)

 In 1920s and 1940s Elton Mayo and a few other scholars introduced the
human relations where they emphasized the study of employee attitudes
and informal group dynamics in the workplace.
 And so many others scholars that had their own findings in this area.
WHY STUDY OB?

To understand, predict, influence and control the

behavior
As an organizational and personal success factor

OB is a way of thinking (develop personal mental

models) – how an individual define and appraise the
environment – important element in selecting new
employees
Utilizes principles, models, theories and methods from
other disciplines (multidisciplinary)
WHY STUDY OB?

People and their attitudes, perception, learning

capacities, feelings and goals are importance to the
organization (humanistic orientation within OB) –
masculine and feminisme
OB determine level of performance, and provide ways to
improve performance (performance orientation)
The scientific method in OB explain variables and its
relationship
Provide answer to the questions that arise in the
organisation
(Ivancevich & Matteson, 2002; Saha, 2006)
TYPES OF INDIVIDUAL BEHAVIOUR

Task performance

Organizational Citizenship

Counterproductive Behavior

Joining and staying with the organization

Maintaining work attendance

TASK PERFORMANCE

 Goal directed behaviors under the individual’s control that

support organizational objectives .

 Job description, performance outcomes and client’s charter in

government agency – counter service meet client
expectations

 E.g concern work related matters, no delay, punctuality,

participative, contributive
ORGANIZATIONAL CITIZENSHIP

 Various forms of cooperation and helpfulness to others that support

the organization's social and psychological context (voluntary
act).

 Agency public image – show good attitude, corporate uniform,

attending voluntary project, discretionary action to help agency
avoid potential problem

 Conscientiousness personality – helping the needy, innovative,

giving ideas for improvement, aware, concern, willing to help
COUNTERPRODUCTIVE BEHAVIOR

 Voluntary behaviors that have the potential to directly or indirectly

harm the organization (organizational and interpersonal)

 e.g. corruption, inappropriate communication, harassing

coworkers, creating unnecessary conflict, deviating from
preferred work methods (shortcuts that risk work quality,
corruptions, breaching trust etc.)
JOINING AND STAYING WITH THE ORGANIZATION

 Agreeing to employment relationship; remaining in that

relationship (attracting and retaining talented people).

 In order to avoid existing employee leaving the agency (lost

knowledge, lower productivity, poor customer service)- nurturing
an enjoyable work environment.

 Employment brand – good employment relationship

MAINTAINING WORK ATTENDANCE

 Attending work at required times.

 Low in absenteeism- high in presenteeism
CONTEMPORARY CHALLENGES FOR ORGANIZATIONS/
OB TRENDS
Globalization

Workforce Diversity

Evolving Employment Relationship

Virtual Work

Work Values and Ethics

GLOBALISATION
 What? Economic, social and culture
connectivity and interdependency
with people in other parts of the
world. It offers larger markets, lower
costs and greater access to
knowledge and innovation.

 How? Catalyzed by IT, ICT and

transportation systems, Global
operation with different time zone

 Implications? Increasing work

intensification (variety), reducing job
security, work life balance – load

 How to accommodate? Leadership,

organizational practices, high
performance organizations and OB
WORKFORCE DIVERSITY

 What?
 Surface level diversity - The observable demographic or
physiological differences in people (race, ethnicity,
gender, age and physical disabilities)
 Deep Level Diversity - The differences in the
psychological characteristics of employees (personalities,
belief, values and attitude)
 Implications? Opportunities and challenges
Figure 1: Generational Cohort
Silents (before 1946)(loyal,
Different
confirming, hardworking)
expectations

Baby Boomers (individualistic, innovative)

(1946-1964)

Generation X (entrepreneurial,
idealistic, independent)
(1965-1979)
Millennials (Generation Y)
(optimistic, instant, success)
(after 1979)
Different Generation Z
attitudes
(after 1990)

Source: Mc Shane (2013) back

EVOLVING EMPLOYMENT RELATIONSHIP

 Aligning the workplace with employees’ expectations –

work-life balance
 Flexibility
 Contingent work (temporary, seasonal employment,
freelancers
VIRTUAL WORK

 Telecommuting or teleworking
 Promote work-life balance, however lead social isolation
 Benefitting self motivated, organized, broadband
technologies
ANCHORS OF OB KNOWLEDGE – REPRESENT THE
PRINCIPLES IN WHICH OB IS DEVELOPED AND REFINED

Multidisciplinary

Systematic Research

Contingency

Multiple Level of Analysis

Open Systems
MULTIDISCIPLINARY

 Many OB concepts adopted from other disciplines

 OB develops its own theories, but scans other
fields. Can help the field of OB nurture a diversity of
knowledge and perspectives about organization
 Created very much drawback such as lack of
common identity
 Traditional disciplines; psychology, sociology,
anthropology, political science, economics
 Emerging disciplines; communication, women
studies
alition formation,organ
• Psychology: Drives, perception, attitudes, personality, job
stress, Emotions, leadership (mental process and

nvironments.
behaviour)
• Sociology: Team dynamics, roles, socialization,
communication patterns, organizational power (human
social behaviour).
• Anthropology: Corporate culture, organizational rituals,
cross cultural dynamics, Organization adaptation
(development of human).
• Political Science: Inter group conflict, coalition formation,
organizational power and politics, decision-making,
organizational environments (structure of government and
political institutions).
SYSTEMATIC RESEARCH

 OB study organizations using systematic research

 Bombarded with theories and model
 Challenge translating general theories to specific
situations
 Scientific method; quantitative research in data
gathering and analysis
 Grounded theory; qualitative research
Example 1: Systematic Research
Example 2: Systematic Research

back
CONTINGENCY

 A particular action may have different consequences in

different situations. Need to diagnose the situation and
select best strategy under those conditions.
 Be selective in identifying best strategies most
appropriate under different conditions.
 No strategy fits all
MULTIPLE LEVELS OF ANALYSIS

 Individual, team, organizational level of analysis. OB

topics usually relevant at all three levels of analysis.
 Personal: Motivation, perception, personalities, attitudes
 Team level: look at the way people interact, include team
dynamics, decisions, power, conflict
 Organizational level: how people structure their working
relationship and how organization interact with the
environment.
OPEN SYSTEM

 OB views organizations as open systems that interact

with the environment
 Monitor and able to maintain a close fit with external
environment and stakeholders
 Organisation consists of internal subsytems that need to
be aligned with each other
CONCLUSION

OB studies about people think, feel and act, in and

around the organization
People work interdependently for common purpose

Analysis covers three main aspects; people, team and

structure
Studies indicate various OB trends and challenges

OB anchors generally impose the significance of OB field

End of presentation