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LECTURE TOPIC

LECTURE TOPIC. THE ROLE OF ORGANIZATIONAL BEHAVIOR (OB) IN OUR SOCIO-ECONOMIC SYSTEM. BUSINESS DEFINED AS. Commercial Organization Utilizes Productive Resources To produce a desired good/service Marketed to selected target publics Thereby generating profits/R-O-I

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LECTURE TOPIC

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  1. LECTURE TOPIC THE ROLE OF ORGANIZATIONAL BEHAVIOR (OB) IN OUR SOCIO-ECONOMIC SYSTEM

  2. BUSINESS DEFINED AS • Commercial Organization • Utilizes Productive Resources • To produce a desired good/service • Marketed to selected target publics • Thereby generating profits/R-O-I • Providing employment and income • To employer and employee

  3. PRIMARY FUNCTIONS OF BUSINESS • PRODUCTION FUNCTION • MARKETING FUNCTION • FINANCE FUNCTION • SOCIETAL FUNCTION

  4. PRODUCTION FUNCTION • Raw Materials • Labor • Capital • Enlightened Leadership

  5. MARKETING FUNCTION • Consumer target markets • Business/Industrial target markets • Federal/State/Local target markets • International target markets

  6. FINANCE FUNCTION • Profits • Return on Investments (R-O-I) • Short/Long term

  7. SOCIETAL FUNCTION • Employment and Income • Employer and Employee • Taxes • Societal Infrastructure

  8. PRIMARY FUNCTIONS OF MANAGEMENT • PLANNING FUNCTION • ORGANIZING FUNCTION • STAFFING FUNCTION • LEADING/MOTIVATIONAL FUNCTION • CONTROL FUNCTION • INNOVATION/INTRAPRENEURIAL FUNCTION

  9. ENVIRONMENT FOR MANAGEMENT DECISIONS • INTERNAL INFLUENCES • EXTERNAL INFLUENCES

  10. INTERNAL ENVIRONMENT • PERSONAL VARIABLES • Work Ethics/values • Personal/organizational conflict • Attrition/absenteeism/turnover • shrinkage/theft/morale/attitude • family/financial issues • demography/cultural diversity issues

  11. INTERNAL ENVIRONMENT • ORGANIZATIONAL VARIABLES • Organizational climate/atmosphere • contraction/expansion • centralized/decentralized authority/decision-making • Stakeholders/Stockholders/labor Unions • Technological Change and Obsolescence

  12. EXTERNAL ENVIRONMENT • COMPETITIVE • POLITICAL/LEGAL • ECONOMIC • SOCIAL/CULTURAL • TECHNOLOGICAL • CONTROLLABLE/UNCONTROLLABLE EVENTS

  13. THE HR PROCESS SYSTEMS MODEL • ORGANIZATIONAL MISSION, VISION, BELIEF STATEMENT(S) • ORGANIZATIONAL GOALS, OBJECTIVES, PRIORITIES (SWOT ANALYSIS) • FORECASTING PERSONNEL NEEDS

  14. THE HR PROCESS SYSTEMS MODEL • RECRUITMENT, SELECTION, PLACEMENT INITIATIVES AND STRATEGIES • EMPLOYEE ORIENTATION AND TRAINING • INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE APPRAISAL • COMPENSATION AND BENEFITS ADMINISTRATION

  15. HR PROCESS SYSTEMS ENVIRONMENTS • Workforce Issues • Political/Legal Issues • Economic Issues • Social/Cultural Issues • Technological Issues • Controllable/Uncontrollable Events

  16. HR PROCESS CONTROLS • Exit Interviews • Turnover/Absenteeism Rates • Accident/Injury Frequencies • Productivity/Efficiency Measures • Grievances/Union Activity • Waste/Unaccountable Lose

  17. THE OB/OD MODEL: A MACRO VIEW

  18. ORGANIZATIONAL BEHAVIOR/DEVELOPMENT: AN OPEN SYSTEMS APPROACH

  19. DIAGNOSING STRUCTURES • Organic/mechanistic • Complexity, Formalization, Spatial Differentiation

  20. DIAGNOSING ENVIRONMENTS • Environmental Constructs/Domains • Gap Analysis and Force Field Analysis

  21. DIAGNOSING SYSTEMS FIT • The Shewhart Model • PLAN • Define the system • Assess the current situation • Analyze the causes • DO • Pilot Test Continuous Improvement Plan • STUDY • The Results • ACT--Standardize Improvements

  22. DIAGNOSE CULTURES • Shared beliefs, values, assumptions, perceptions, norms, artifacts, and/or patterns of behavior. • The Business of Paradigms

  23. DIAGNOSE OD NEEDS: CREATING CHANGE

  24. THE OB/OD MODEL: A MICRO VIEW • The Human Asset is the only Organizational Asset which can appreciate over time.

  25. THE TOTAL INDIVIDUAL GROWTH (TIG) MODEL • The Physical Self • The Spiritual Self • The Mental/Emotional Self • The Financial Self

  26. CHAPTER ONE WHAT IS ORGANIZATIONAL BEHAVIOR

  27. DEFINE OB • field of study • investigates impact of • individual, group, culture • on behavior within organizations • purpose of applying this knowledge • toward improving organizational effectiveness

  28. CHALLENGES FOR OB • diversity • global village/competition • improve people skills • empower from control • flexibility from stability • ethical concerns and considerations

  29. CONTRIBUTING FIELDS OF STUDY • psychology • sociology • social psychology • anthropology • political science

  30. FEW ABSOLUTES IN OB/OD • few, if any, simple and universal principles to explain OB/OD • laws and principles of social science help understand trends and themes of behavior • look for contingency variables to explain and predict behavior • behavior is predictable to a degree

  31. DEVELOPING AN OB MODEL • Dependent Variables • productivity • absenteeism • turnover • job satisfaction • Independent Variables • individual-level variables • group-level variables • organization systems level variables

  32. CHAPTER TWO FOUNDATIONS OF INDIVIDUAL BEHAVIOR

  33. BIOGRAPHICAL CHARACTERISTICS • Age • workforce is aging • age and job performance are unrelated • Gender • no data suggests gender affects job performance • problem-solving, analytical skills, competitive drive, motivation, leadership, sociability • job satisfaction/productivity-no differences

  34. BIOGRAPHICAL CHARACTERISTICS • Marital Status • no conclusive evidence to suggest link between marital status and productivity • fewer absences, lower turnover, greater job satisfaction • Tenure • seniority not a good predictor of productivity • tenure at another job is powerful predictor of future employee turnover

  35. ABILITY • Intellectual Abilities • Dimensions of Intellectual Ability • number aptitude • verbal comprehension • perceptual speed • inductive and deductive reasoning • spatial visualization • memory

  36. ABILITY • Physical Abilities • strength factors • dynamic-trunk-static-explosive strength • flexibility factors • extent-dynamic flexibility • other factors • body coordination • balance • stamina

  37. ABILITY • The Ability-Job Fit • specific intellectual or physical abilities required for job performance depends on the nature of the job • ability-job fit can be out of sync and affect job performance and satisfaction

  38. PERSONALITY • The Sum Total Of Ways • Individuals React and Interact • With Others and Their Environment • Dynamic Concept Describing Growth and Development • Of a Person’s Psychological System • Personality Looks at Aggregate Whole • Which Is Greater than Sum of the Parts

  39. PERSONALITY DETERMINANTS • Heredity • genetics account for about half of personality traits and characteristics • Environment • culture and early conditioning • shape the norms among family, friends, and social groups • play critical role in shaping personalities • Situation

  40. PERSONALITY TRAITS • enduring characteristics that describe individual behavior • Early Search for Primary Traits • Myers-Briggs Type Indicator • introverted/extroverted (E or I) • sensing/intuitive (S or N) • thinking/feeling (T or F) • perceiving/judging (P or J)

  41. PERSONALITY TRAITS • Big 5 Model • Extraversion • Agreeableness • Conscientiousness • Emotional Stability • Openness to Experience • True Colors • Gold-Orange-Blue-Green

  42. PERSONALITY ATTRIBUTES INFLUENCING OB • Locus of Control • Internals and External • Deterministic and Fatalistic • Machiavellianism (Mach) • degree of pragmatism, emotional distance, end justifies the means • Self Esteem • individual’s degree of like or dislike for themselves

  43. PERSONALITY ATTRIBUTES INFLUENCING OB • Self-Monitoring • personality trait which measures ability to adjust behavior to external factors • Risk-Taking • individual’s willingness to take chances • high risk takers make more rapid decisions with less information than low risk takers • decision accuracy the same • Types A or B

  44. PERSONALITY-JOB FIT • Holland’s Typology of Personality and Congruent Occupations • Realistic • Investigative • Social • Conventional • Enterprising • Artistic

  45. LEARNING • Most Complex Behavior is Learned • Learning • any relatively permanent • change in behavior • occurs as a result of experience • Theories of Learning • Classical and/or Operant Conditioning • Social Learning

  46. LEARNING • Classical Conditioning • type of conditioning where individual responds • either conditioned or unconditioned stimuli • that would not ordinarily produce a response • associative/passive learning • Operant Conditioning • conditioning where desired voluntary behavior leads to reward or punishment

  47. LEARNING • Social Learning • learning based on observation and direct experience • extension of operant conditioning behavior is a function of consequences • four process found to influence social learning • attentional processes • retention processes • motor reproduction processes • reinforcement processes

  48. SHAPING • Mold individual behavior by guiding learning in graduated steps • Shaping Methods • positive/negative reinforcement • punishment • extinction • Schedules of Reinforcement • continuous/intermittent • fixed/variable intervals

  49. ORGANIZATIONAL APPLICATIONS • Using Lotteries to Reduce Absenteeism • Well Pay vs Sick Pay • Employee Discipline • Developing Training Programs • Creating Mentoring Programs • Self Management

  50. CHAPTER THREE PERCETION AND INDIVIDUAL DECISION MAKING

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