Organizational Behavior Agenda

1
Organizational Behavior Agenda

• Establish realistic expectations about course
• Get to know me
• Discuss what OB is and why it is important
• Review syllabus
• Discuss why a scientific approach will be used

2
What is Organizational Behavior

• A relatively new field of scientific study
• Concerned with human behavior that occurs in work
  settings
• Began by borrowing from other social sciences
  such as psychology and sociology
• Scientific study of the behavior and attitudes of
  both individuals and groups within organizations

3
Mini-History of OB Scientific Management and
Human Relations

• Scientific Management Approach
• The role of people in economic success and
  failure undervalued for a long time because of
  scientific managements emphasis on efficiency
• Taylor Workers as extensions of machines,
  interchangeable parts, and pig-iron handling
  study. Time and motion study.

4
Taylors Four Managerial Principles

• Select workers
• Train systematically
• Motivate workers to want to perform
• Discover the most efficient way to do the job
• Others in Sc. Mgmt Gantt, Frank Lillian
  Gilbreth
• Employees a necessary evilminimize human
  variation

5
Human Relations Approach

• People were appreciated more fully with the
  advent of this approach

6
Lessons from the Human Relations Approach

• Hawthorne Studies Hawthorne Effect
• --something common sense would not predict
• Other factors beyond pay physiological
  conditions (e.g., light) influence productivity
• These factors are social and/or psychological in
  nature (e.g., 9/11)
• Behavior is not always rational

7
OB is the scientific study of the behavior and
attitudes of both individuals and groups within
organizations
8
Why is OB important?

• Employees can be a source of competitive
  advantage. (Natural tendency to think ones
  discipline is the most important in business, but
  nearly all successful leaders emphasize human
  factors).
• Attracting retaining talent increasingly
  difficult
• More frequent employee-initiated job changes
• Mergers, acquisitions, downsizings
• Developing/maintaining favorable work attitudes
  and behaviors a constant struggle

9
Why is OB important?

• Team-based work systems require collaboration
• Impact of undesirable work attitudes is
  increasingly well documentedtext calls this
  deviant workplace behavior

10
Outcomes of Bad Employee Attitudes

• ? Organizational Performance
• ? Job Satisfaction
• ? Absenteeism
• ? Turnover (affects
• customer satisfaction)
• ? Effort Expenditure
• ? Theft (workplace deviance)
• ? Willingness to be relocated

11
Performance Increases Using Different Strategies

• Results Among Firms Using Strategy
• ? 15
• ? 15.4
• ? 19.1

• Strategy to Enhance
• ROI Performance
• TQM (improve product/service quality)
• 2. Downsizing or re-engineering (reduce payroll)
• 3. Employee Involvement (Attitude Improvement)

12
Summary Purpose of Course
To provide managers with the understanding and
skills to manage work-related attitudes and
behaviors
13
Organizational Behavior Course Model

• OB Outcomes Attitudes and Behaviors
• Effort
• Job Satisfaction
• Absenteeism
• Turnover
• Stress
• Workplace Violence
• Organizational Citizenship Behavior and
  Commitment
• Employee Theft
• Safety and Accidents
• Sexual Harassment
• Grievances

• Influenced by Managers Using
• Application of Individual Differences
• Perceptions
• Attributions
• Attitude change
• Values
• Personality
• Group Dynamics
• Reward Systems
• Job Design
• Leadership

14
How Do Managers Determine the Best Way to
Manage?

• Course promotes science but realizes Mgmt is both
  an art science
• Imitating leads to fad management
• Managers must act and they rely on multiple ways
  of determining truth (epistemologies) that may
  reach different conclusions

15
Management Innovation or Fad????

• The 1950s The 1960s The 1970s
• Quantitative Mgmt Managerial Grid Zero-based
  Budgeting
• Theory Y T (sensitivity) Groups Strategic
  Planning
• MBO Matrix Management Portfolio Mgmt
• The 1980s The 1990s 2000 Beyond
• 1-Minute Manager Downsizing
  Relationship Marketing
• Theory Z Reengineering Emotional
  Intelligence
• Corporate Culture Employee Empowermt Supply
  Chain Mgt
• JIT, TQM Cycle time Sustainability
• In Search of Excellence

16
How Do Managers Determine the Best Way to
Manage?

• Course promotes science but realizes Mgmt is both
  an art science
• Imitating leads to fad management
• Managers must act and they rely on multiple ways
  of determining truth (epistemologies) that may
  reach different conclusions.
• Sick leave policy example

17
EPISTEMOLOGIES USED BY MANAGERS

• 1. Experience
• 2. Intuition
• 3. Common Sense or logic
• Expert testimony/Higher
• authority/Consultant
• 5. History or Tradition
• 6. Science

18
Summary

• Know your own epistemology (epistemologies)
• Appreciate others use of alternate
  epistemological perspectives
• Change agents (managers) adapt to others
  epistemologies and use multiple epistemologies
• Your preferred epistemology may not be able to
  answer your question and epistemologies can
  conflict

19
What does it mean if you say you believe in
Science? Characteristics of Science

• Empirical
• Rational
• General
• predict
• explain
• Cumulative
• replication
• tentative
• self-correcting