001 Intro to OB.pptx

ORGANIZATIONAL BEHAVIOR INTRODUCTION TO ORGANIZATIONAL BEHAVIOR: THE INTERACTION OF PEOPLE AND THE ORGANIZATION INTRODUCTION TO ORGANIZATIONAL BEHAVIOR Organizational behavior (OB) uses scientific methods to help us understand and explain how perceptions, attitudes, feelings, an...

ORGANIZATIONAL BEHAVIOR INTRODUCTION TO ORGANIZATIONAL BEHAVIOR: THE INTERACTION OF PEOPLE AND THE ORGANIZATION INTRODUCTION TO ORGANIZATIONAL BEHAVIOR Organizational behavior (OB) uses scientific methods to help us understand and explain how perceptions, attitudes, feelings, and behaviors of individuals are influenced by the actual, imagined, or implied presence of other human beings (Psychologist Gordon Allport) Organizational behavior (OB) is the result of social influence on individuals within the organization. Organizational behavior (OB) can best be described as the “phycological side of management” or “social psychology.”  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. (Robbins & Slide #2  DIVERSITY Today’s organizations are becoming more and more diverse with people who are from different backgrounds, experiences, generations, races, sexuality, cultures, values, religions, gender, social perspectives, etc. In a culture of inclusion, other ideas, beliefs, and lifestyles are explored and valued; a process of creativity and problem solving by looking at things from other perspectives. Slide #3  BEHAVIORS Behaviors are defined as actions which can be observed and measured; actions which happen in response to a particular situation or stimulus. EXAMPLES: Situation/Stimulus Behavior Feel Cold Put on Coat Afraid Run Happy Smile Angry Scream Slide #4 FUNCTIONAL (POSITIVE) INDIVIDUAL BEHAVIORS Performance Engagement Commitment Dedication Organizational Citizenship Behaviors Slide #5  DYSFUNCTIONAL (NEGATIVE) INDIVIDUAL BEHAVIORS Performance Absenteeism Turnover Theft, sabotage Harassment, bullying, violence Organizational Politicized Behavior Incivility, rudeness Slide #6  ORGANIZATONAL BEHAVIOR To understand organizational behavior we must first understand psychology. Psychology is the scientific study of the human mind and its functions with the objective of understanding why humans behave as they do. Slide #7  PSYCHOLOGY Psychology studies how inputs enter into an individual’s brain and turn into outputs (behaviors). Individual Brain INPUTS OUTPUTS BEHAVIORS Slide #8  BRAIN INPUTS PHYSICAL ENVIRONMENT ABILITIES FRIENDS OPPORTUNITIES ROLE FAMILY MODELS LIFE EXPERIENCES INFORMATION Slide #9  BRAIN OUTPUTS FEARS LIKES DISLIKES HABITS IDEAS BIAS PERSONALITY PREJUDICES GOALS STRESS AMBITONS MOTIVATION PERCEPTIONS Slide #10  ORGANIZATONAL BEHAVIOR Why are our behaviors influenced by the people around us? Why do our behaviors depend on how we are being treated by others? Why do we feel that we must change our behaviors when we are around certain types of people? Why do we act differently when we perceive people are watching us. Why do we feel we must change our behaviors simply because we want someone or a group to think we are cool, smart, mature, attractive, etc.? Why do we care what other people think  ORGANIZATIONAL BEHAVIOR We don’t behave the same in a group of people as we might if we were by ourselves and we don’t act the same in every group (e.g. Friends vs Family or Religious Group vs Social Group). Social pressure is defined as the influence that is exerted on a person or group by another person or group. It includes rational argument, persuasion, conformity and demands. Organizational behavior is the study of human behavior (psychology) in a group or organizational setting. This interface between human behavior and the organization or group is referred to as the interactional effect or “interactionalism.” Slide #12  INTERACTIONALISM Individuals and organizations interact continuously to determine individuals’ behavior. Therefore, individual behavior may not be stable, or consistent, or depend strictly on the individual. INTERACTIONALISM ORGANIZATIO INDIVIDUAL N Slide #13  HISTORY OF ORGANIZATIONAL BEHAVIOR The earliest attempts to study individual’s behavior in the workplace came in the late1800s, a time when a rapid industrialization and technological revolution was occurring in the United States. The primary intent at that time was to study individual behavior in the organization to determine what could be done to get people to do more work in less time with less resources. This brought about the beginning of “Scientific Management.” Slide #14  SCIENTIFIC MANAGEMENT Frederick W. Taylor is known as the father of “Scientific Management.” Guiding principles of Scientific Management (Taylorism): Scientifically study organizational tasks using time-and-motion studies to determine the best method to complete the task. Scientifically select, train, and develop workers rather than allowing them to train themselves. Managers provide detailed instructions and supervision to workers to ensure that they follow the scientifically developed methods. Increasing workers’ wages would raise their motivation. Measures, standards, tasks, structure, rules, policies and procedures are a few of the organizational factors associated with scientific management. Slide #15  SCIENTIFIC MANAGEMENT While “scientific management” was applauded by management as a positive move toward efficient productivity, it undermined the human factor in organizations. Critics felt that “scientific management” resulted in monotony of job, loss of initiative, over speeding workers, wage reductions, job insecurity, stress and job dissatisfaction. In “scientific management” people were consider part of the industrial machine, a part that could be adjusted to add efficiency and productivity. Slide #16  HAWTHORNE STUDIES In 1927 Elton Mayo and other organization scientists conducted a series of studies at Western Electric’s Hawthorne Works plant in Hawthorne, Illinois. (Hawthorne Studies) The original purpose of the studies was to determine the effect of illumination (lighting) on the work behaviors of the workers. The goal was to scientifically determine the lighting level that lead to the maximum worker productivity. The result was confusing because it seemed that regardless if the illumination was increased or decreased, all of the workers in their study seemed to become more productive. Slide #17 HAWTHORNE STUDIES CONCLUSION Employees felt special and liked being part of the work experiment. Employees improved some aspect of their behavior or performance simply because they knew they were being watched and assessed. The human dimension of work was discovered, meaning the employees feelings, motivations, behaviors, and relationships with co- workers and management superseded rules, procedures, tasks, techniques, etc. Determined that workers’ orientations, values, and feelings were important parts of organizational dynamics and performance. (Human Relations) Slide #18  HUMAN RELATIONS Workers are not machines, as scientific management seemed to suggest, but, are individuals who are affected by social factors such as feelings, thoughts, desires, perceptions, motivations, etc. These social factors have a substantial effect on work performance and productivity. If employees are treated well and feel that they are valued, they will become more engaged, motivated and satisficed with their work. Managers need to understand workers and their unique needs instead of using the “one-best-way” for all philosophy of the scientific management approach. Job satisfaction, job commitment, engagement, participation, worker perceptions, creativity, etc. are a few of the organizational factors associated with the “human relations” movement. Slide #19  ORGANIZATIONAL BEHAVIOR OB takes the lessons learned from both “scientific management” and “human relations” and combines them into a study of group and individual performance and activity within organizations. Slide #20  ORGANIZATIONAL BEHAVIOR Organizational behavior considers three levels: Individual – Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making. Group – Communication, group decision making, leadership and trust, group structure, social identity, conflict, power and politics, and work teams. Organization System – Organizational culture, human resource policies and practices, and organizational structure and design. Slide #21 HOW DO WE KNOW WHAT WE KNOW? Common sense and intuition often identifies relationships between behavioral variables. Example: When the temperature goes down the thickness of clothes will increase. There are few absolutes in organizational behavior, therefore, simply using common sense and intuition may lead to a wrong conclusion. Situational factors are things that often make a perceived relationship more complex and not so easily determined. Situational Factors that might affect above relationship example: Individual does not have thicker clothes. Individuals don’t react to temperature the same. Individuals find it uncomfortable or inconvenient to increase thickness of clothes. Slide #22 HOW DO WE KNOW WHAT WE KNOW? A primary goal of studying organizational behavior is to describe relationships between two or more behavioral variables (independent variable “X” and dependent variable “Y”.) OB relies on a “scientific method” instead of just common sense and intuition. A “hypothesis” is a written prediction specifying expected relationships between certain variables. A “theory” is a collection of verbal and symbolic assertions that specify how and why variables are related, and the conditions under which they should and should not relate. Slide #23