MGT 321. What is Organizational Behavior?

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1 MGT 321 What is Organizational Behavior?

2 What managers do? Organization is 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. Managers are individuals who achieve goals through other people

3 Management Functions (Two Contrasting Approaches) According to Classical Model (Henry Fayol): Planning Organizing Leading Controlling Behavioral models, in contrast, state that the actual behavior of managers appears to be less systematic, more informal, less reflective, more reactive, and less well organized than the classical model would have us believe.

4 What Managers Do? Observers find that managerial behavior actually has five attributes that differ greatly from the classical description. First, managers perform a great deal of work at an unrelenting pace studies have found that managers engage in more than 600 different activities each day, with no break in their pace. Second, managerial activities are fragmented; most activities last for less than nine minutes, and only 10 percent of the activities exceed one hour in duration. Third, managers prefer current, specific, and ad hoc information Fourth, managers prefer oral forms of communication to written forms because oral media provide greater flexibility, require less effort, and bring a faster response. Fifth, managers give high priority to maintaining a diverse and complex web of contacts that acts as an informal information system and helps them execute their personal agendas and short- and long-term goals.

5 Managers & Their Roles

6 Managers & Their Roles

7 Managers & Their Roles

8 Managers and Their Skills Technical Skills: Specialized knowledge Human Skills: Understand, communicate, interact, motivate individual & group settings Conceptual Skills: Ability to identify problems and analyze them, develop alternatives, set decision criteria, action plan and evaluation measurements

9 Allocation of Manager s Time by Activities Average Managers 19% 32% Traditional Management Communication 20% Human Resource Management Networking 29% Based on research by Fred Luthans & associates

10 Allocation of Manager s Time by Activities Successful managers 13% Traditional Management 48% 28% Communication Human Resource Management Networking 11% Success defined in terms of speed of promotion within the organization Based on research by Fred Luthans & associates

11 Allocation of Manager s Time by Activities Effective Managers 11% 19% Traditional Management 26% 44% Communication Human Resource Management Networking Effectiveness defined in terms of quantity and quality of performance and the satisfaction and commitment of employees Based on research by Fred Luthans & associates

12 What is Organizational Behavior (OB)? OB is a field of study that investigates the impact that individuals, groups, and structures have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization s effectiveness. Robbins & Judge (2013)

13 Subfields of OB Wagner III & Hollenbeck (2010)

14 Focusing OB lens on current business world Responding to Economic Pressures reward, satisfy, retain/ stress, coping, hard decisions Responding to Globalization Foreign assignments, cultural issue, Outsourcing and off-shoring of jobs Managing Workforce Diversity Age, gender, race, sexual orientations

15 Focusing OB lens on current business world Improving Customer Service Emergence and growth of service sector economy Customer is king? Or Employee first? What do you think is the right approach? Improving People Skills Designing motivating jobs, techniques for improving listening skills

16 Focusing OB lens on current business world Enhancing Employee Well-Being at Work How to manage unpredictability, resistance to change, temporariness of jobs Continuous skill improvement? Do you think it is even possible or fair? Why? Why not? Face to face vs. virtual New skills are necessary. Why so? Blurring of spatial and temporal boundaries of work Always on? Is this a just expectation? What does our culture tell you about work life balance?

17 Focusing OB lens on current business world Positive Work Environment Reflected best-self to identify strengths Hope, optimism Positive feedback or constructive criticism? Ethical Behavior Ethical dilemmas How to differentiate between right or wrong? Contextual situation? Bigger picture?

18 OB outcomes Attitudes and stress Task performance Citizenship behavior Withdrawal behavior Group Cohesion Group functioning Productivity Survival Individual level outcomes Group level outcomes Organization level outcomes

19 Putting OB knowledge to work Troubling situation Diagnosis Solution Action Evaluation

20 Putting OB knowledge to work Diagnosis Collecting information about an troubling organizational issue and summarizing them into a problem statement Solution Identifying alternatives for solving the problem Action Carrying out the activities needed to solve the problem, deciding on the indicators to measure success or failure and how to collect data Evaluation Determining if the action was effective to solve the problem based on the data collected during the action stage

Presented by: Kamelia Gulam

Chapter: 1 What Is Organizational Behavior? Presented by: Kamelia Gulam Organizational Behavior (HUR 212) 1 What Managers Do They get things done through other people. Management Activities: Make decisions