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Summary Organizational Behavior (OB) CAB1
- Instelling
- Hanzehogeschool Groningen (Hanze)
Summary of all the covered chapters in organizational behavior in year 1 period 1.
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Chapter 1 What is organizational behavior?• Good places to work have better financial performance.
• Better interpersonal skills result in lower turnover (rate at which employees leave a workforce and are
replaced) of quality employees and higher quality applications for recruitment.
• There is a strong association between the quality of workplace relationships and job satisfaction, stress and
turnover.
• It fosters (bevordert) social responsibility awareness.
• Positive work relationships help employees to flourish, leading to improvements in job and life satisfaction,
positive emotions at work and perceptions that one’s work has meaning.
• 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.
• Manager: Someone who gets things done through other people in organizations. Managers are sometimes
called administrators, especially in nonprofit organizations. Work of managers can be categorized into four
different activities:
1. Planning: Process that includes defining goals, establishing strategy and developing plans to coordinate
activities.
2. Organizing: 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.
3. Leading: Includes motivating employees, directing others, selecting the most effective communication
channels and resolving conflicts.
4. Controlling: Monitoring activities to ensure that they are being accomplished as planned and correcting
any significant deviations.
• Henry Mintzberg concluded that managers perform ten different, highly interrelated roles or sets of behaviors
attributable to their jobs.
• Mintzberg’s managerial roles:
Role Description
Interpersonal
Figurehead Symbolic head; required to perform a number of routine duties of a legal of
social nature
Leader Responsible for the motivation and direction of employees
Liaison (verbinding) Maintains a network of outside contacts who provide favors and information
Informational
Monitor Receives a wide variety of information; serves as nerve center of internal and
external information of the organization
Disseminator Transmits information received from outsiders or from other employees to
members of the organization
Spokesperson Transmits information to outsiders on organization’s plans, policies, actions and
results; serves as expert on organization’s industry
Decisional
Entrepeneur Searches organization and its environment for opportunities and initiates
projects to bring about change
Disturbance handler Responsible for corrective action when organization faces important,
unexpected disturbances
Resource allocator Makes or approves significant organizational decisions
Negotiator Responsible for representing the organization at major negotiations
,• Management skills:
1. Technical skills: The ability to apply specialized knowledge or expertise.
2. Human skills: The ability to work with, understand and motivate other people, both individually and in
groups.
3. Conceptual skills: The mental ability to analyze and diagnose complex situations.
• Luthans and his associates found that all managers engage in four managerial activities:
1. Traditional management: Decision making, planning and controlling.
2. Communication: Exchanging routine information and processing paperwork.
3. Human resource management: Motivating, disciplining, managing conflict, staffing and training.
4. Networking: Socializing, politicking and interacting with outsiders.
• This research offers important insights. Succesful (in terms of promotion) managers give almost the opposite
emphases to traditional management, communication, HRM and networking as do effective managers. This
finding challenges the historical assumption that promotions are based on performance and it illustrates the
importance of networking and political skills in getting ahead in organizations.
• OB is 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.
• Core topics of OB:
- Motivation
- Leader behavior and power
- Interpersonal communication
- Group structure and processes
- Attitude development and perception
- Change processes
- Conflict and negotiation
- Work design
• Behavior is generally predictable, and the systemic study of behavior is a way to make reasonably accurate
predictions. Systematic study is looking at relationships, attempting to attribute causes and affects, and basing
our conclusions on scientific evidence.
• Evidence-based management (EBM) complements systematic study by basing managerial decisions on the best
available scientific evidence.
• Intuition: Systemic study and EBM add to intuition about what make others (and ourselves) tick (aandrijven).
• Big data: The extensive use of statistical compilation and analysis.
- Background: The use of Big Data for managerial practices is a relatively new area, but one that holds
convincing promise.
- Current usage: The reasons for data analytics include predicting any event, detecting how much risk is
incurred at any time and preventing catastrophes.
, - New trends: The use of big data for understanding, helping and managing people is relatively new but
holds promise.
- Limitations: Use evidence as much as possibe to inform your intuition and experience.
• OB is an applied behavioral science that is built upon contributions from a number of behavioral disciplines:
- Psychology: The science that seeks to measure, explain and sometimes change the behavior of humans
and other animals.
- Social psychology: Blends the concepts from psychology and sociology to focus on the influence of people
on one another.
- Sociology: The study of people in relation to their social environment or culture.
- Anthropology: The study of societies to learn about human beings and their activities.
• There are few, if any, simple and universal principles that explain organizational behavior.
• Contingency (onvoorspelbaar) variables: Situational factors or variabels that moderate the relationship
between two or more variables.
• We’ll best understand OB when we realize how both (general effects and the contingencies that affect them)
often guide behavior.
, • Employment options:
• Economic pressures: In tough economic times, effective management is an asset. In good times, understanding
how to reward, satisfy and retain employees is at a premium. In bad times, issues like stress, decision making
and coping come to the forefront.
• Continuing globalization: Effective managers anticipate and adapt their approaches to the global issues
discussed:
- Increased foreign assignments: To be effective in a different country you will need to understand
everything you can about the new location’s culture and workforce before introducing alternate practices.
- Working with people from different cultures: Understand how their culture and background have shaped
them and how to adapt your management style to fit any differences.
- Overseeing movement of jobs to countries with low-cost labor.
- Adapting to differing cultural and regulatory norms: To be effective managers they need to know the
cultural norms of the workforce in each country where they do business.
- Workforce diversity: The concept that organizations are becoming more heterogeneous in terms of
gender, age, race, ethnicity, sexual orientation and other characteristics.
- Customer service: Service employees have substantial interaction with customers. Employee attitudes and
behavior are associated with customer satisfaction. Management needs to create a customer-responsive
culture.
- Improving skills: People skills are essential to managerial effectiveness. OB provides the concepts and
theories that allow managers to predict behavior in given situations.
- Working in networked organizations: Networked organizations allow people to communicate and work
together even though they may be thousands of miles apart. A manager’s job is different in a networked
organization. Motivating and leading online require different techniques.
- Social media: Many organizations have policies about accesing social media at work. Studies show that
social media decreases the level of satisfaction of employees.
- Enhancing well-being at work: The sence of belonging is very challenging for virtual workers. Another
challenge is that organizations are asking employees to put in longer hours. The lifestyle of families have
changed, creating conflict. Organizations that don’t help their employees achieve work-life balance will
find it increasingly difficult to attract and retain the most capable and motivated individuals.
- Positive work environment: A real growth area in OB research is positive organizational scholarship, which
studies how organizations develop human strenghts, foster vitality and resilience, and unlock potential.
This field of study focuses on employees’strengths versus their limitations, as employees share situations
in which they performed at their personal best.
- Ethical behavior: Ethical dilemmas and ethical choices are situations in which an individual is required to
define right and wrong conduct. Good ethical behavior is not so easily defined. Organizations distribute
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