ORGANIZATIONAL BEHAVIOUR

Topic Learning Outcomes

students should be able to:

Demonstrate the importance of interpersonal
skills in the workplace 01
Describe the manager’s functions, roles
and skills 02
Define Organisational Behaviour 03
Identify the major behavioural
disciplines to OB 04
Identify the challenges and
opportunities of OB 05
Descibe the OB model 06
The importance of INTERPERSONAL SKILLS

Until late Current

Developing managers’ interpersonal skills helps organizations attract
1980’s situation & keep high-performing employees. Regardless of labor market
business school conditions, outstanding employees are always in short supply
business faculty
curricula have come to
emphasized the realize that
technical understanding
aspects of human behavior Survey’s result Social relationships among co-
management, plays an workers & supervisors were strongly
focusing on important role related to overall job satisfaction
hundreds of
economics, in determining a
accounting, workplaces &
manager’s
finance, & effectiveness more than 200,000
quantitative respondents Positive social relationships also
techniques were associated with lower stress at
work & lower intentions to quit

having managers with good interpersonal skills is likely to

make the workplace more pleasant, which in turn makes it
easier to hire & keep qualified people.
Important Terms

02 Operatives

03 Organisation

01 Manager

Operatives
People who work directly on a job or
task and have no responsibility for
Organisation
Manager overseeing the work of others A consciously coordinated social unit,
composed of two or more people, that
Individuals who achieve goals through
functions on a relatively continuous
other people.
basis to achieve a common goal or set
of goals.
 Management Functions

Planning Controlling
Defining goals, Monitoring activities
establishing strategy, to ensure they are
and developing plans Organising Leading being accomplished as
to coordinate activities planned and
Determining what tasks are to be Motivating employees, directing
correcting any
done, who is to do them, how the others, selecting the most effective
significant deviances
tasks are to be grouped, who reports comm. channels and resolving conflicts
to whom, and where decisions are to
be made
 Management Roles (Henry Mitzberg)

01 INTERPERSONAL 02 INFORMATIONAL 03 DECISIONAL

Figurehead Leader Monitor Entrepreneur

Performs symbolic duties of a Seeks internal and external Act as initiator, designer and
legal and social nature. Builds information about issues encourager of change and
relationship, communicate with, affecting organization. innovation
motivates and teaches
subordinates. Disseminator Disturbance handler
Transmit information obtained Takes corrective action when
Liaison internally or externally organization faces important
Maintains networks outside unexpected difficulties
workplace who provide helps Spokesperson
and information Transmit information about Resource Allocator
organization to outsiders Distributes resource of all types

Negotiator
Represents the organization in
major negotiations affecting the
manager’s area of responsibility
 Management Skills (Robert Katz)

01 02 03
Technical Human Conceptual
skills skills skills

Technical Conceptual
skills Human skills skills
apply specialized Ability to work with, Mental ability to analyze
knowledge or expertise understand, and and diagnose complex
motivate other people situations
both individually and in
groups
Four Managerial Activities of Managers ( Fred Luthans)

01 02 03 04

Traditional Communication Human Resource Networking

Traditional Exchanging Human Resource Socializing, politicking
Management: information, processing Management: and interacting with
Decision making, paperwork Motivating, disciplining, outsiders
planning and managing conflicts
controlling staffing and training
 What is Organisational Behaviour (OB)?

Robbins and
Robbins: 1998
Judge: 2007
Organisational Behaviour is a field of study Organisation Behaviour is concerned with the
that investigates the impact that individuals, study of what people do in an organisation and
groups, and structure have on behaviour how that behaviour affects the performance of
within organisations, for the purpose of the organisation
applying such knowledge toward improving
an organisation’s effectiveness
The Study of OB involves:

Formal Structure
01 consideration of the interaction among the
Tasks formal structure (organisational context in which
the process of management takes place)

The tasks to be undertaken 02

Technology
03 The technology employed and the methods of
Behaviour carrying out work

The behaviour of people 04

Process
05 The process of management
External
The external environment 06
 The Study of OB

Systematic Study Intuition

looking at relationships, attempting to a feeling not necessarily supported by
attribute causes and effects and research. (intuitive view of behaviour)
drawing conclusions based on scientific
evidence, that is, on data gathered
under controlled conditions and
measured and interpreted in a
reasonably rigorous manner
 Contributing Disciplines to the OB Field

1 2 3 4 5
SOCIAL POLITICAL
PSYCHOLOGY SOCIOLOGY ANTROPOLOGY
PSYCHOLOGY SCIENCE
Science that Study of people in Blends psychology Study of societies to Study of behaviour
measure, explain & relation to fellow and sociology & learn about human of individual and
change the human beings. focuses on the beings and their groups within a
behaviour of Studies people in influence of people activities. Cultures political
humans & other relation to their to one another. and environments environment
animals. Learning social environment Understanding and help us to
theorists, personality or culture. changing attitudes; understand
theorists, counseling identifying differences in
psychologists, communication fundamental values,
industrial and patterns; study of attitudes, and
organizational group behavior, behavior between
psychologists power, change & people
conflict
Example of a Psychological Research
 Challenges and Opportunities of OB

Total Quality
Globalisation Workforce Diversity Management Re-engineering
Organisation is no longer Increasing heterogeneity of Constant attainment of customer Reconsiders how work would be
constrained by national organisation with the inclusion of satisfaction through the continuous done and the organisation structure if
borders different groups improvement they were being created from scratch

Improving People
Skills Empowering People
Develop people skills Putting employees in charge of
what they do

Coping with Stimulating Innovation Improving Ethical

Temporariness and Change Behaviour
Temporary work groups, employee Need to maintain flexibility,
rotation, subcontract noncritical Define right and wrong conduct
improve quality, produce
services, temporary workers innovative products and services
Challenges and Opportunities of OB
 OB Model
MODEL
Simplified
representation of
some real-world
phenomenon

Independent Dependent
Variable Variable
The presumed cause of A response that is affected
some change in the by an independent variables
dependent variable

Independent Variable Dependent Variable

INFLUENCES
INFLUENCES
Variables
Conceptual Model of OB
Payment received by
employees

Motivational
Promotion / Career
Development

Factors
Job Performance
The result of having some
situations, approaches
Comfortable Workplace
for employees

Training prepared for the

employees

Dependent INFLUENCED BY Independent

Variable Variable
Conceptual Model of OB
Interrelated Dimensions Influencing Behaviour

Working environment should satisfy

01 The Individual individual needs as well as attainment
of organisational goals

Formal and informal. Understanding of

02 The Group groups complements a knowledge of
individual behaviour

Impact of organisation structure and

03 The Organisation design, and patterns of management,
on behaviour
OB Model
 Summary: Manager and OB

Develop Investigate Roles of OB

Managers need to develop Organizational behavior
their interpersonal, or (OB) investigates the impact Specifically, OB focuses on how to
people, skills to be effective that individuals, groups, and improve productivity, turnover, deviant
in their jobs structure behavior within an workplace behavior; reduce
organization absenteeism, and increase
organizational citizenship behavior and
job satisfaction

Apply
Manager applies that
knowledge to make
organizations work more
effectively
The discretionary behavior that is not part of an employee’s formal job
requirement, but that promotes the effective functioning of the
organization is known as:
A. Organisational behavior
B. Organisational citizenship
C. Productivity
D. Motivation

A field of study that investigates the impact that individuals, groups, and
structure have on behavior within organization for the purpose of applying such
knowledge toward improving an organisation’s effectiveness is referred to:
A. Organisational Development
B. Management
C. Organisational Behaviour
D. People management
Which of the following is NOT a primary dependent?
A. Productivity
B. Absenteeism
C. Job satisfaction
D. Biographical characteristics

Primary dependent variables in Organisational Behaviour include

A. Job satisfaction
B. Productivity
C. Absenteeism
D. All of the above
Discussion

1. Define Organisational Behaviour

2. Discuss three dependent variables and the relationship to the
independent variables
3. Discuss three contributing disciplines to OB field