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Test Bank for Organizational Behavior Managing People and Organizations, 14Ed., Ricky W. Griffin & Jean M. Phillips. ALL Chapters Included, Updated & Latest
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CHPT. 1: Intro. to Organisational BehaviourWHAT IS ORGANISATIONAL BEHAVIOUR?
• Organisational behaviour = study of human behaviour in organisational
settings, the interface between human behaviour + the organisation +
organization itself
− 3 elements: which makes up an individual
1) Human behaviour
o Refers: individual within org.
o Includes: their background; history; experiences; personal
characteristics; traits; their training + development; goals, their
attitudes + values.
2) Individual-organisational interface
o Individual influences org. w/ their unique set of characteristics ->
influence how policies = perceived; how procedures = carried
out; bring their unique flair to everything that they do
o Organisation in turn influences individual -> will happen through
every contact point (Eg: employee may grow + develop
through training processes -> the org. may change employee’s
perception by having fresh perspective)
o In essence -> point of contact = any time where individual
comes into contact w/org. -> training process; orientation
process; performance appraisal process -> any policy /
procedure in org. = affects individual
3) The organisation
o Consider factors: culture; structure; decision-making processes;
reward systems
− Organisational behaviour aims -> study 3 elements interdependently since
cannot understand 1 without other
− OB = studies -> behaviour people; the org. + its processes + effect of
interaction between 2
THE IMPACT OF ORGANISATIONAL BEHAVIOUR:
• OB = ability incr. effectiveness @ work
− Able -> understand why people behave way do / organisations + how
2 influence each other
• Impact on INDIVIDUAL
A) Leads you being better manager -> since w/understanding of human
behaviour you can better get along w/+ manage others
B) Leads you being better employee -> in turn means you potentially
succeed @ any org.
• Impact on ORG.
A) General understanding = happy employees make 4 productive orgs.
B) Org. benefits by understanding how keep their employees happy; healthy;
motivated + productive
, C) = NB since type employee = more likely provide org. w/return on
investment
D) Keeping employees happy = generally more cost effective as time +
money + effort -> selection / recruitment / training is not lost
E) Recent years -> become prevalent management needs pay attention to
softer side of business + bottom line
THE MANAGERIAL CONTEXT OF OB:
BASIC MANAGEMENT FUNCTIONS
• 4 basic management functions = planning, organising, leading, controlling
• functions are seen, in research = being sequential
− However nothing = really linear -> Managers jump between these
functions -> sometimes doing them simultaneously -> get job done
1. PLANNING
▪ Planning = process det. organisation’s desired future position + best way of
getting there
▪ Essentially = when manager sits down + decides :
o where do we want to be in 6 months’ time? / How do we go
about getting there? / What is the plan?
▪ Complex process -> requires thorough analysis + study of envir. -> decide
what = necessary + appropriate -> followed by setting of manageable
goals w/strategies 4 achieving those goals
▪ Tactics = needed 4 ensuring that strategies -> executed
▪ OB footprint = all over planning -> individual’s perception / characteristics
/ creativity / motivation -> all influence how managers carry out planning
2. ORGANISING
▪ Organising = process of designing jobs / grouping jobs into units +
establishing patterns of authority between jobs / units
▪ Process: creating jobs + deciding how should be grouped together
ultimately designs -> basic structure of org.
▪ Org. structure = incredibly complex / simple: depending on type + size of
org.
o Bigger the
org. usually =
more
complex the
structure
3. LEADING
▪ Leading = process of getting the organisation’s members to work together
towards the organisation’s goals
▪ Strongly linked -> motivation -> managers have hire + train + motivate people
get job done
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