Unit 1

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B
THE FIELD OF ORGANIZATIONAL

BEHAVIOR
Organizational Behavior studies
the influence that individuals,
groups and structure have on
behavior within organizations.
Its chief goal is to apply that
knowledge toward improving an
organizations effectiveness.
FOCAL POINTS OF OB
Jobs
Work
Absenteeism
Employment turnover
Productivity
Human performance
Management
COMPLEMENTING INTUITION WITH

SYSTEMATIC STUDY
Intuition: the gut feeling explanation
of behavior.
Systematic study improves ability to
accurately predict behavior.
Assumes behavior is not random.
Fundamental consistencies underlie behavior.
These can be identified and modified to reflect
individual differences.
SYSTEMATIC STUDY
Examines relationships.
Attempts to attribute causes and
effects.
Bases conclusions on scientific
evidence:
On data gathered under controlled
conditions.
Data is measured and interpreted in a
reasonably rigorous manner.
EVIDENCE-BASED
MANAGEMENT
Complements
systematic study.
Bases decisions on
the best available
scientific evidence.
Forces managers to
become more
scientific in their
thinking.
CONTRIBUTING DISCIPLINES
Micro:
The
Individ
ual
Macro:
Groups &
Organizatio
ns
TO THE OB FIELD
Psychology
Social
Psychology
Sociology
Anthropolog
y
FEW ABSOLUTES IN OB
Impossible to make simple and
accurate generalizations
Human beings are complex and diverse
OB concepts must reflect situational
conditions: contingency variables
Behavio
r B
Input
A
Conditio
n C
Behavio
r B
CHALLENGES AND OPPORTUNITIES

FOR OB
The workplace is contains a wide mix
of cultures, races, ethnic groups,
genders and ages.
Employees have to learn to cope with
rapid change due to global
competition.
Corporate loyalty has decreased due
to corporate downsizing and use of
temp workers.
Managers can benefit from OB theory
and concepts.
RESPONDING TO
GLOBALIZATION
Increased foreign
assignments
Differing needs and aspirations in

workforce.
Working with people from

different cultures
Domestic motivational techniques
and managerial styles may not work.
Overseeing movement of
jobs to countries with lowcost labor.
MANAGING WORKFORCE
DIVERSITY
Workforce
diversity:
organizations are
becoming a more
heterogeneous mix
of people in terms of
gender, age, race,
ethnicity, and sexual
orientation
DIVERSITY IMPLICATIONS
Managers have to shift
their philosophy from
treating everyone alike to
recognizing differences
and responding to those
differences in ways that
ensure employee
retention and greater
productivity while, at the
same time, not
discriminating.
OB OFFERS INSIGHTS INTO:

Improving quality
and productivity
Customer service
and building a
customerresponsive culture
Developing people
skills
OB AIDS IN DEALING
WITH:
Stimulating Innovation
and Change
Increasing
temporariness in the
workplace
Helping employees
balance work-life
conflicts
Improving ethical
behavior
THINKING POSITIVE
Creating a positive work environment can be
a competitive advantage
Positive Organizational Scholarship (Positive
OB):
Examines how organizations develop
human strengths, foster vitality and
resilience, and unlock potential.
Focus is on employee strengths, not their
weaknesses.
THREE LEVELS OF OB
ANALYSIS
Chapters 14 - 16
Chapters 8 - 13
Chapters 2 - 7
Plan
Plan of
of the
the Book
Book
MODELS OF OB
1. Autocratic Model
2. Custodial Model
3. Supportive Model
4. Collegial Model
5. System Model
1.Autocratic Model:
Autocratic model depends on power. The
people who are in command must have the
power to demand you do this or else,
meaning that an employee who does not follow
order will be penalizes.
In the autocratic environment the managerial
orientation is formal, official, authority. This
authority is delegated by right of command
over the people to whom it applies.
Management believes that it knows

what is best and that the employees
obligation is to follow orders. It
assumes that employees have to
directed, and pushed into performance
and such prompting is managements
task.
Under autocratic conditions the

employee orientation is obedience to
boss not respect for a manager. The
psychological result for employees is
dependence on their boss, whose
power to hire , fire etc.
2. Custodial Model:
In autocratic model employees did not talk back
to their boss, but they certainly thought back.
A successful custodial approach depends on
economic resources. The resulting managerial
orientation is toward money to pay wages and
benefits. Since employees physical needs are
already reasonably met, the employer looks to
security needs as a motivating force. If an
organization does not have the wealth to
provide pensions and pay other benefits, it
cannot follow a custodial approach.
The custodial approach leads to employee

dependence on the organization. Rather
than being dependent on their boss for
their weekly bread, employees now
depend on organizations for their security
and welfare.
The custodial model is describe in its
extreme in order to show its emphasis on
material rewards, security, and
organizational dependence.
3. Supportive Model:
The supportive model of
organizational behavior had its
origins in the principle of
supportive relationships. It
depends on leadership instead of
power or money .
Through leadership, management
provides a climate to hope
employees grow and accomplish in
the interests of the organization the
things of which theft are capable.
The leader assumes that workers are not by

nature passive and resisted to organizational
needs, but that they are made so by an
inadequately supportive climate at work.
They will take responsibility , develop a drive
to contribute, and improve themselves if
management will give them a chance.
Here managements concentration is to

support the employees job performance
rather than to simply support employee
benefit payments as in the custodial
approach. Employee says we instead of
they when referring to their organization.
4. Collegial Model:
A useful extension of the supportive
model is the collegial model. The term
collegial relates to a body of people
working together cooperatively. The
collegial model embodies a team concept.
The collegial model depends on
managements building a feeling of
partnership with employees. The result is
that employees feel needed and useful.
They feel that managers are contributing
also , so it is easy to accept and respect
their roles in the organization. Managers
are seen as joint contributors rather than
as bosses.
The managerial orientation is toward

teamwork and management is the coach
that builds a better team. The employee
response to this situation is
responsibility.
5. System Model: Under the system model
managers try to convey to each worker,
you are an important part of our whole
system. We sincerely care about each of
you. We want to join together to achieve
a better product or service, local
community and society at large. We will
make every effort to make products that
are environmentally friendly.
The role of a manager becomes one of facilitating

employee accomplishments through a variety
of actions. These actions are:
1. Support employee commitment to short-and
long-term goals.
2. Coach individuals and groups in appropriate
skills and behaviors.
3.Model and foster self-esteem.

4. Show genuine concern and empathy for people.
5. Offer timely and acceptable feedback.
6. Help individuals identify and confront issues in
ethical ways.

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TO

THE FIELD OF ORGANIZATIONAL

COMPLEMENTING INTUITION WITH

CHALLENGES AND OPPORTUNITIES

Differing needs and aspirations in

Working with people from

OB OFFERS INSIGHTS INTO:

Management believes that it knows

Under autocratic conditions the

The custodial approach leads to employee

The leader assumes that workers are not by

Here managements concentration is to

The managerial orientation is toward

The role of a manager becomes one of facilitating

3.Model and foster self-esteem.

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