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Chapter 1: What is Organizational Behavior?

by: Alora Lornklang

Chapter 1: What is Organizational Behavior? MGMT 3720

Marketplace > University of North Texas > Business > MGMT 3720 > Chapter 1 What is Organizational Behavior
Alora Lornklang
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These notes cover Chapter One of the textbook. My notes are organized by Learning Objectives like the lectures and all of the vocabulary will be in bold.
Organizational Behavior
Dr. James D. Powell
Class Notes
Organizational Behavior




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This 5 page Class Notes was uploaded by Alora Lornklang on Tuesday February 2, 2016. The Class Notes belongs to MGMT 3720 at University of North Texas taught by Dr. James D. Powell in Spring 2016. Since its upload, it has received 134 views. For similar materials see Organizational Behavior in Business at University of North Texas.


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Date Created: 02/02/16
MGMT 3720 Organizational Behavior Study Guide Chapter 1: What is Organizational Behavior? 1.Demonstrate the Importance of interpersonal skills in the workplace.   Developing managers’ interpersonal skills helps organizations attract and keep  high­performing employees.   Social relationships among co­workers and supervisors were strongly related to  overall job satisfaction.   Managers with good interpersonal skills make the workplace more pleasant.   Positive social relationships were associated with lower stress at work and lower  intentions to quit.  2. Describe the manager’s functions, roles, and skills Manager: An individual who achieves goals through other people.  Organization: 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.  Functions  Planning:  o A process that includes defining goals, establishing strategy, and  developing plans to coordinate activities.   Organizing:  o 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.   Leading:  o A function that includes motivating employees, directing others, selecting  the most effective communication channels, and resolving conflicts.   Controlling:  o Monitoring activities to ensure they are being accomplished as planned  and correcting any significant deviations.  Roles  Interpersonal:  o Figurehead: symbolic head; perform routine duties of a legal or social  nature o Leader: responsible for the motivation and direction of employees o Liaison: maintains a network of outside contacts who provide favors and  info  Informational: o Monitor: receives a wide variety of info; serves as nerve center of internal  and external info of the organization o Disseminator: Transmits info received from outsiders or from other  employees to members of the org.  o Spokesperson: Transmits info to outsiders on org.’s plans, policies,  actions, and results; serves as an expert on org.’s industry  Decisional: o Entrepreneur: searches org. and its environment for opportunities and  initiates projects to bring about change  Disturbance handler: o Responsible for corrective action when org. faces important, unexpected  disturbances.   Resource allocator: makes or approves significant org. decisions  Negotiator: responsible for representing the org. at major negotiations 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.  Four Managerial activities  Traditional management: decision making, planning, and controlling  Communication: Exchanging routine info and processing paperwork  Human resource management: Motivating, disciplining, managing conflict,  staffing, and training.   Networking: Socializing, politicking, and interacting with outsiders 3. Define Organizational Behavior Organizational behavior (OB)  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.   OB includes o Motivation o Leader behavior and power o Interpersonal communication o Group structure and processes o Attitude development and perception  o Change processes  o Conflict and negotiation o Work design  4. Show the value to OB of systematic study.   Systematic study: Looking at relationships, attempting to attribute causes and  effects, and drawing conclusions based on scientific evidence  Evidence­based management (EBM): The basing of managerial decisions on  the best available scientific evidence.  Systematic study and EBM add to intuition about what makes others “tick.” o Intuition: A gut feeling not necessarily supported by research.   5. Identify the major behavioral science disciplines that' contribute to OB.   Psychology: o  The science that seeks to measure, explain, and sometimes change the  behavior of humans and other animals.   Social Psychology:  o An area of psychology that blends concepts from psychology and  sociology that focuses on the influence of people on one another.   Sociology:  o The study of people in relation to their social environment or culture.   Anthropology:  o The study of societies to learn about human beings and their activities.  6. Demonstrate why few absolutes apply to OB.   Human beings are complex, and few, if any, simple and universal principles  explain organizational behavior.   OB concepts must reflect situational, or contingency, conditions.   Contingency variables: situational factors: variables that moderate the  relationship between two or more variables.  7. Identify the challenges and opportunities managers have in applying OB concepts.   Responding to Economic Pressures  Responding to Globalization o Increased foreign assignments o Working with people from different cultures o Overseeing movement of jobs to countries with low­cost labor o Adapting to differing cultural and regulatory norms  Managing Workforce Diversity o Workforce diversity: the concept that organizations are becoming more  heterogeneous in terms of gender, age, race, ethnicity, sexual orientation,  and inclusion of other diverse groups.   Improving Customer Service  Improving People Skills  Working in Networked Organizations  Enhancing Employee Well­Being at Work  Creating a Positive Work Environment o Positive organizational scholarship: An area of OB research that  concerns how organizations develop human strength, foster vitality and  resilience, and unlock potential.   Improving Ethical Behavior o Ethical dilemmas and ethical choices: situations in which individuals are required to define right and wrong conduct.  Compare the three levels of analysis in this book’s OB model.   Model: an abstraction of reality. A simplified representation of some real­world  phenomenon.   1) Inputs: o  Are the variables, like personality, group structure, and organizational  culture that lead to processes.   2) Processes:  o Actions that individuals, groups, and organization’s engage in as a result  of inputs and that lead to certain outcomes.   3) Outcomes:  o Key factors that are affected by some other variables.  o Attitudes: Evaluations employees make about objects, people, or events o Stress: An unpleasant psychological process that occurs in response to  environmental pressures.  o Task performance: The combination of effectiveness and efficiency at  doing your core job tasks.  o Citizenship behavior: Discretionary behavior that contributes to the  psychological and social environment of the workplace.  o Withdrawal behavior: The set of actions employees take to separate  themselves from the organization.  o Group cohesion: The extent to which members of a group support and  validate one another while at work.  o Group functioning: The quantity and quality of a work group’s output.  o Productivity: The combination of the effectiveness and efficiency of an  organization.  o Effectiveness: The degree to which an org. meets the needs of its clientele or customers.  o Efficiency: The degree to which an organization can achieve its ends at a  low cost.  o Organizational survival: The degree to which an organization is able to  exist and grow over the long term. 


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