Transcript calculating the cost of a manger

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BY
Rand Omran Alastal
Robbins & Judge
Organizational Behavior
14th Edition
What Is Organizational
Behavior?
Kelli J. Schutte
William Jewell College
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After studying this chapter you should be able to:
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Demonstrate the importance of interpersonal skills in
the workplace.
Describe the manager’s functions, roles, and skills.
Define organizational behavior (OB).
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that
contribute to OB.
Demonstrate why few rules apply to OB.
Identify the challenges and opportunities managers
have in applying OB concepts.
Compare the three levels of analysis in this book’s OB
model.
content
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The importance of interpersonal skills
What manger’s do?(function, role, skills, activities, job)
Enter organizational behavior.
Completing intuition with systematic study.
Disciplines that contribute the OB. Field
(psychology, social psychology, sociology, anthropology)
There are few absolutes in O.B.
challenges and opportunities for O.B.
coming attractions: developing an O.B. model
summary and implications for managers
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1. The Importance of Interpersonal Skills
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Understanding OB helps determine manager
effectiveness
1. Technical and quantitative skills are important
2. But leadership and communication skills are
CRITICAL
Organizational benefits of skilled managers
1. Lower turnover of quality employees
2. Higher quality applications for recruitment
3. Better financial performance
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2. What Managers Do?
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Management functions
Management Roles
Management Skills
Effective versus successful managerial
activities
Manager’s job
Manager: an individual who achieves
goals through other people.
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What Managers Do?
 Management Activities:
Make decisions
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Allocate resources
3.
Direct activities of others to attain goals
 Work in an organization
• An 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.
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a. Management Functions
Organizing:
Planning:
a process that include defining
goals, establishing strategy, and
developing plans to coordinate
activities
determining what tasks are to be
done, who is to do them, how the
tasks are to be grouped, who
reports to whom, and where
decisions are to be made.
Managers
Leading:
a function that includes
motivating employees,
directing others, selecting
the most effective
communication channels,
and resolving conflict.
Controlling:
monitoring activities to
ensure they are being
accomplished as planned
and correcting any
significant deviation.
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Mintzberg’s Managerial Roles
Discovered ten(10) managerial roles
Separated into three(3) groups:
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Interpersonal
Informational
Decisional
E X H I B I T 1–1
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b. Mintzberg’s Managerial Roles:
Interpersonal
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Mintzberg’s Managerial Roles:
Informational
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
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Mintzberg’s Managerial Roles:
Decisional
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright ©
1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
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c. Essential Management Skills
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Technical Skills
Human Skills
Conceptual Skills
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Management Skills
Technical skills
The ability to apply specialized knowledge or expertise.
Human skills
The ability to work with, understand, and
motivate other people, both individually
and in groups.
Conceptual Skills
The mental ability to analyze and diagnose complex situations.
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Effective versus Managerial Activities
(Luthans’ Study)
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Four types of managerial activity:
1. Traditional Management
Decision making, planning, and controlling.
2. Communication
Exchanging routine information and processing
paperwork.
3. Human Resource Management: Motivating,
disciplining, managing conflict, staffing and training.
4. Net working
Socializing, campaigning, and interacting with
outsiders.
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Successful vs. Effective Allocation by Time
Managers who promoted faster (were successful) did different things
than did effective managers (those who did their jobs well)
E X H I B I T 1–2
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3. Enter organizational behavior
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.
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O. B.
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Organizational behavior is a field of study,
meaning that it is a distinct area of expertise with a
common body of knowledge.
What does it study?
It studies three determinants of behavior in
organizations: individuals, groups, and structure.
In addition, OB applies the knowledge gained
about individuals, groups, and the effect of
structure on behavior in order to make
organizations work more effectively.
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Definition of OB?
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OB is the study of what people do in an
organization and how their behavior affects the
organization’s performance.
And because OB is concerned specifically with
employment-related situations
you should not be surprised that it emphasizes
behavior as related to concerns such as:
( jobs, work, absenteeism, employment turnover,
productivity, human performance, and
management).
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CONT.
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Although debate exists about the relative
importance of each.
OB includes the core topics of motivation,
leader behavior and power, interpersonal
communication, group structure and
processes, learning, attitude development
and perception, change processes, conflict,
work design, and work stress.
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4. Complementing Intuition with
Systematic Study
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Each of us is a student of behavior. Whether
you’ve explicitly thought about it before, you’ve
been “reading” people almost all your life,
watching their actions and trying to interpret
what you see or predict what people might do
under different conditions.
Unfortunately, the casual or common sense
approach to reading others can often lead to
wrong predictions. However, you can improve
your predictive ability by supplementing
intuition with a more systematic approach.
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CONT
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Behavior is generally predictable.
systematic study of behavior
is a means to making reasonably accurate
predictions.
When we use the term systematic study?
mean looking at relationships, attempting to
attribute causes and effects, and basing our
conclusions on scientific evidence that is, on data
gathered under controlled conditions and measured
and interpreted in a reasonably rigorous manner.
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Intuition and Systematic Study
Systematic
study
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Looks at relationships
Attempting to attribute
Cases and effect
Drawing conclusions
Based on Scientific evidence
• Gut feelings
Intuition
• Not necessarily
• Supported by research
• Common sense
The two are complementary means of predicting behavior.
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An Outgrowth of Systematic Study…
Evidence-Based Management (EBM)
The Basing managerial decisions on the
best available scientific evidence.
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Must think like scientists.
Search for best
available evidence
Apply relevant
information to
case
Pose a managerial
question
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5. Disciplines that Contribute to the O.B.
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior
Psychology
Social
Psychology
Sociology
Anthropolo
gy
See E X H I B I T 1–3 for details
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Contributing disciplines
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2.
Organizational behavior is an applied
behavioral science built on contributions from
a number of behavioral disciplines, mainly
(psychology and social psychology, sociology,
and anthropology).
Psychology’s contributions have been mainly
at the individual or micro level of analysis,
while the other disciplines have contributed to
our understanding of macro concepts such as
group processes and organization.
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a. Psychology
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Definition: The science that seeks to measure, explain, and
sometimes change the behavior of humans and other animals.
The science of mental life.
The mental characteristics of a particular person.
Unit of Analysis: Individual
Contributions to OB: organizational psychologists studied the
problems of fatigue, boredom, and other working conditions
that could impede efficient work performance.
More recently, their contributions have expanded to include
learning, motivation, personality, emotions, perception,
training, leadership effectiveness, job satisfaction, individual
decision making, performance appraisal attitude measurement,
employee selection, work design, and work stress.
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b. Social Psychology
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Generally considered a branch of psychology, blends
concepts from both psychology and sociology to focus
on peoples’ influence on one another.
One major study area is change
How to implement it and how to reduce barriers to its
acceptance?
Social psychologists also contribute to measuring,
understanding, and changing attitudes; identifying
communication patterns; and building trust.
Finally, they have made important contributions to our
study of group behavior, power, and conflict
Unit of Analysis: Group
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CONT. Social Psychology
Contributions to OB:
1. Behavioral change
2. Attitude change
3. Communication
4. Group processes
5. Group decision making
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c. Sociology
1. Definition : The study of people in relation to their fellow
human beings.
2. The study and classification of human societies.
3. While psychology focuses on the individual, sociology
studies people in relation to their social environment or
culture.
4. Sociologists have contributed to OB through their study of
group behavior in organizations, particularly formal and
complex organizations.
5. Perhaps most important, sociologists have studied
organizational culture, formal organization theory and
structure, organizational technology, communications,
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power, and conflict.
d. Anthropology
1. Definition of Anthropology:
the study of societies to learn about
human beings and their activities.
2. Anthropologists’
work on cultures and environments has
helped us understand differences in
fundamental values, attitudes, and behavior
between people in different countries and
within different organizations.
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CONT. Anthropology
Much of our current understanding of
organizational culture, organizational
environments, and differences among
national cultures is a result of the work of
anthropologists or those using their
methods.
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6. There are few absolutes in OB
Contingency variables
Situational, person, group factors: variables
that moderate the relationship between two
or more other variables and improve the
correlation. e.g., the relationship may hold
for one condition but not another.
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Contingency
Variables
y
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Few Principles in OB
Contingency
Variable (Z)
Independent
Variable (X)
Dependent
Variable (Y)
In American
Culture
Boss Gives
“Thumbs Up”
Sign
Understood as
Complementing
In Iranian or
Australian
Cultures
Boss Gives
“Thumbs Up”
Sign
Understood as
Insulting - “Up
Yours!”
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7. Challenges and Opportunities for OB
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Understanding organizational behavior has never
been more important for managers.
Take a quick look at the dramatic changes
in organizations.
The typical employee is getting older; more women
and people of color are in the workplace; corporate
downsizing and the heavy use of temporary workers
are severing the bonds of loyalty that tied many
employees to their employers; global competition
requires employees to become more flexible and
cope with rapid change.
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Cont.
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The global recession has brought to the
forefront the challenges of working with and
managing people during uncertain times.
In short, today’s challenges bring opportunities
for managers to use OB concepts.
In this section, we review some of the most
critical issues confronting managers for which
OB offers solutions—or at least meaningful
insights toward solutions
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The main Challenges and Opportunities for OB
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Responding to Economic Pressures
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior
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a. Responding to Economic Pressures
What do you do during difficult economic times?
1. Effective management is critical during hard economic times.
2. Managers need to handle difficult activities such as firing employees,
motivating employees to do more with less and working through the
stress employees feel when they are worrying about their future.
3. OB focuses on issues such as stress, decision making, and coping
during difficult times.
4. Managing employees well when times are tough is just as hard as
when times are good—if not more so. But the OB approaches
sometimes differ.
5. In good times, understanding how to reward, satisfy, and retain
employees is at a premium.
6. In bad times, issues like stress, decision making, and coping come to
the fore.
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b. Responding to Globalization
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Increased foreign assignments :
If you’re a manager, you are increasingly likely to find
yourself in a foreign assignment—transferred to your
employer’s operating division or subsidiary in another
country. Once there, you’ll have to manage a workforce
very different in needs, aspirations, and attitudes from
those you are used to back home.
Working with people from different cultures:
To work effectively with people from different cultures,
you need to understand how their culture, geography, and
religion have shaped them and how to adapt your
management style to their differences.
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CONT. Responding to Globalization
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Managers at global companies such as:
(McDonald’s, Disney, and Coca-Cola) have
come to realize that economic values are not
universally transferable.
Management practices need to be modified to
reflect the values of the different countries in
which an organization operates.
Overseeing movement of jobs to countries with
low-cost labor.
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c. Managing Workforce Diversity
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One of the most important challenges for organizations is
adapting to people who are different.
We describe this challenge as workforce diversity.
Whereas globalization focuses on differences among
people from different countries, workforce diversity
addresses differences among people within given
countries.
Workforce diversity acknowledges a workforce of women
and men; many racial and ethnic groups; individuals with
a variety of physical or psychological abilities; and people
who differ in age and sexual orientation.
Managing this diversity is a global concern.
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Cont. Managing Workforce Diversity
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The people in organizations are becoming more
heterogeneous (varied)demographically:
1. Embracing diversity
2. Changing U.S. demographics
3. Changing management philosophy
4. Recognizing and responding to differences
Disability
Domestic
Partners
Race
Religion
Gender
Age
National
Origin
See E X H I B I T 1–4
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Managing Workforce Diversity
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It presents great opportunities and poses challenging
questions for managers and employees in all countries.
How can we leverage differences within groups for
competitive advantage?
Should we treat all employees alike?
Should we recognize individual and cultural differences?
How can we foster cultural awareness in employees
without lapsing into political correctness?
What are the legal requirements in each country?
Does diversity even matter?
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8. coming attractions:
developing an O.B model
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Overview:
model
Inputs:
variables that lead to processes.
Processes:
actions that individuals, groups, and organizations
engage in as a result of inputs and that lead to
certain outcomes.
Outcomes:
key factors that are affected by some other
variables.
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Basic OB Model
E X H I B I T 1–7
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Cont.
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Overview
Model: An abstraction of reality.
Definition of model:
A simplified representation of some realworld phenomenon.
Our OB model has three levels of analysis
Each level is constructed on the prior level
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Interesting OB (outcomes)
Task performance
The combination of effectiveness and efficiency at
doing you core job tasks.
Citizenship behavior
Discretionary behavior that contributes to the
psychological and social environment of the
workplace.
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CONT.
Withdrawal behavior
The set of actions employee take to separate
themselves from the organization.
Group cohesion
The extent to which members of a group
support and validate one another while at work.
Group function
The quantity and quality of a work group’s output.
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Cont.
Productivity
A performance measure that includes effectiveness
and efficiency.
Effectiveness
Achievement of goals.
Efficiency
meeting goals at a low cost
Organizational survival
The degree to which an organization is able to
exist and grow over the long term.
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CONT.
Absenteeism
The failure to report to work.
Employees Turnover
The voluntary and involuntary
permanent withdrawal from an
organization.
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The Dependent Variables
Organizational Citizenship
Behavior (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that
nevertheless promotes the
effective functioning of the
organization.
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OCB (continued…)
1. OCBs refer to individual behaviors that are beneficial to
the organization and are discretionary, not directly or
explicitly recognized by the formal reward system.
2. These behaviors are rather a matter of personal choice,
such that their omission are not generally understood as
punishable.
3. OCBs are thought to have an important impact on the
effectiveness and efficiency of work teams and
organizations, therefore contributing to the overall
productivity of the organization.
4. OCBs are often considered a subset of contextual
performance.
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More Interesting OB Dependent Variables
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Job Satisfaction:
A general attitude (not a behavior)
toward one’s job; a positive feeling
of one's job resulting from an
evaluation of its characteristics.
the difference between the amount
of reward workers receive and the
amount they believe they should
receive.
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Basic OB Model
E X H I B I T 1–8
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9. Summary and Managerial Implications
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5.
Managers need to develop their interpersonal skills
to be effective.
OB focuses on how to improve factors that make
organizations more effective.
The best predictions of behavior are made from a
combination of systematic study and intuition.
Situational variables moderate cause-and-effect
relationships, which is why OB theories are
contingent.
There are many OB challenges and opportunities for
managers today.
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