Chapter

Chapter One
One

What Is Organizational
Behavior

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Difference between OB and three other closely-
related disciplines (OT, OD, & HRM)
2. Define organizational behavior (OB).
LEARNING

3. Henry Mintzberg’s Managerial Roles (recap)

4. Identify the contributions made by major
behavioral science disciplines to OB.
5. Explain the need for a contingency approach to
the study of OB.
6. Organization Citizenship Behavior (OCB)

© 2005 Prentice Hall Inc. All rights reserved. 1–2

 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
7. Identify the three levels of analysis in OB model.
8. Employee Engagement & Organizational
Commitment
9. Literature review of the types of organizational
commitment
LEARNING

10. Challenges and Opportunities for OB

11. Exercise: American Psychological Association
(APA) referencing style

© 2005 Prentice Hall Inc. All rights reserved. 1–3

 Contrast
Contrast between
between OBOB && three
three other
other closely-
closely-
related
related disciplines
disciplines
OT OB
Theoretical Organization Organizational
Theory Behavior
OD HRM
Applied Organization Human Resource
Development Management

Macro Micro

4
© 2005 Prentice Hall Inc. All rights reserved.
08/12/24 1–4
 Enter
Enter Organizational
Organizational Behavior
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.

© 2005 Prentice Hall Inc. All rights reserved. 1–5

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

Source: Adapted from The Nature of Managerial Work by H. E X H I B I T 1–1

E X H I B I T 1–1
Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission
of Pearson Education. 1–6
 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H.

Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission
E X H I B I T 1–1 (cont’d)
of Pearson Education. E X H I B I T 1–1 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 1–7

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H.

Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)
of Pearson Education.
© 2005 Prentice Hall Inc. All rights reserved. 1–8
 Management
Management Skills
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.

© 2005 Prentice Hall Inc. All rights reserved. 1–9

 Effective
Effective Versus
Versus
Successful
Successful Managerial
Managerial
Activities
Activities
(Source:
(Source:Fred
FredLuthans)
Luthans)

© 2005 Prentice Hall Inc. All rights reserved. 1–10

 Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (source:
(source:Fred
FredLuthans)
Luthans)

1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
2.
2.Communication
Communication
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
3.
3.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
4.
4.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

© 2005 Prentice Hall Inc. All rights reserved. 1–11

Allocation
Allocation of
of Activities
Activities by
by Time
Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. E X H I B I T 1–2

E X H I B I T 1–2
Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
1–12
 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
© 2005 Prentice Hall Inc. All rights reserved. 1–13
 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Preconceived The
Notions* ≠ Facts

*Notion: a general understanding; vague or imperfect conception or

idea of something. Examples: a notion of how something should be
done; his notion of democracy; She had a notion to swim in the
winter.

© 2005 Prentice Hall Inc. All rights reserved. 1–14

 Toward
Towardan
anOB
OBDiscipline
Discipline

E X H I B I T 1–3
E X H I B I T 1–3

© 2005 Prentice Hall Inc. All rights reserved. 1–15

 Source: Drawing by Handelsman in
The New Yorker, Copyright © 1986
by the New Yorker Magazine.
Reprinted by permission.

E X H I B I T 1–4
E X H I B I T 1–4

© 2005 Prentice Hall Inc. All rights reserved. 1–16

 Contingency Theory
Contingency means that one thing depends on other things, and for organizations to be
effective, there must be a “Goodness of Fit” between their structure and the conditions
in their external environment. What works in one setting may not work in another
setting. There is not one best way. Contingency Theory means “it depends”.

Today, almost all organizations operate in highly uncertain environments. Thus, we are
involved in a significant period of transition, in which the dominant paradigm of
organization theory and design (OTD) is changing as dramatically as it was changed
with the dawning (mean: emergence) of the Industrial Revolution.

Goodness of Fit: Degree of assurance or confidence to which the results of a sample

survey or test can be relied upon for making dependable projections. Described as the
degree of linear correlation of variables, it is computed with the statistical methods such
as ‘chi square test’ or ‘coefficient of determination’.

1–17
 There
There Are
Are Few
Few Absolutes
Absolutes in
in OB
OB

Contingency variables
Situational factors: variables that moderate
the relationship between two or more other
variables and improve the correlation.

x Contingency
Variables y
© 2005 Prentice Hall Inc. All rights reserved. 1–18
 Basic
Basic OB
OB Model,
Model, Stage
Stage II

Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.

E X H I B I T 1–7
E X H I B I T 1–7

© 2005 Prentice Hall Inc. All rights reserved. 1–19

 The
The Dependent
Dependent Variables
Variables

Dependent variable
A response that is affected by an independent variable.

x
© 2005 Prentice Hall Inc. All rights reserved. 1–20
 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Productivity
A performance measure that includes
effectiveness and efficiency.

Effectiveness
Achievement of goals.

Efficiency
The ratio of effective
output to the input
required to achieve it.

© 2005 Prentice Hall Inc. All rights reserved. 1–21

 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Absenteeism
The failure to report to work.

Employees Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

© 2005 Prentice Hall Inc. All rights reserved. 1–22

 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Organizational Citizenship
Behaviours (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning
of the organization.

© 2005 Prentice Hall Inc. All rights reserved. 1–23

 OCB
OCB (continued…)
(continued…)
OCBs refer to individual behaviors that are beneficial to the
organization and are discretionary, not directly or explicitly
recognized by the formal reward system.

These behaviors are rather a matter of personal choice,

such that their omission are not generally understood as
punishable.

OCBs are thought to have an important impact on the

effectiveness and efficiency of work teams and
organizations, therefore contributing to the overall
productivity of the organization.

OCBs are often considered a subset of contextual

performance. 1–24
 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.

© 2005 Prentice Hall Inc. All rights reserved. 1–25

 The
The Independent
Independent Variables
Variables

Independent variable
The presumed cause of some change in the dependent
variable.

Independent
Independent
Variables
Variables

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables

© 2005 Prentice Hall Inc. All rights reserved. 1–26

 Basic
BasicOBOB
Model,
Model,
Stage
StageIIII

E X H I B I T 1–8
E X H I B I T 1–8

© 2005 Prentice Hall Inc. All rights reserved. 1–27

 Organizational
Organizational Commitment
Commitment

Organizational
Organizational Commitment
Commitment
(The
(Thestrength
strengthofofan
anindividual’s
individual’sidentification
identificationwith
withan
anorganization)
organization)
Three types based on the fact that

Affective
Affective Continuance Normative
Normative
Continuance
Commitment
Commitment Commitment Commitment
Commitment
Commitment (individual’s
(individual (individual
(individualcannot (individual’s
(individualintends
intendsto
to cannot
perceived
remain afford
affordto
toleave
leavethe perceivedobligation
obligation
remainininthe
the the
to
organization) organization)
organization) toremain
remainwith
withanan
organization) organization)
organization)

© 2005 Prentice Hall Inc. All rights reserved. 1–28

Employee
EmployeeEngagement
Engagement&&Organizational
Organizational Commitment
Commitment

Excited
Excitedabout
aboutthe
thejob
joband
and
puts
putsbest
bestefforts
effortsinto
intodoing
doing Excited
Excitedaboutaboutthethejob
joband
and
ititbut
butnot
notparticularly
particularly puts
putsbestbestefforts
effortsinto
intodoing
doing
interested
interestedininthe
the it.it.Fully
Fullyidentified
identifiedwith
withthe
the
organization
organizationexcept
exceptas asthe
the organization
organizationand andproud
proudtoto
provider
providerofofthe
theopportunity
opportunity go
goworking
workingthere.
there.
totocarry
carryout
outthe
thework.
work.

Not
Notinclined
inclinedtotoput
putaalot
lotofof Fully
Fullyidentified
identifiedwith
withthe
the
effort
effortinto
intothe
thework
workand
andhashas organization
organizationand andproud
proudtoto
no
nointerest
interestininthe
the go
goon
onworking
workingthere
therebut
butnot
not
organization
organizationoodesire
desireto
to prepared
preparedto togogothe
theextra
extra
stay
staythere
there mile
mileininthe
thejob.
job.

Organizational Commitment
1–29
 Affective
Affective commitment
commitment –– aa literature
literature review
review

For several authors, the term commitment is used to describe an affective

orientation toward the organization. Kanter (1968), for example, defined what she
called "cohesion commitment“ as the attachment of an individual's fund of
affectivity and emotion to the group. Likewise, Buchanan (1974) described
commitment as a partisan, affective attachment to the goals and values, and to
the organization for its own sake, apart from its purely instrumental worth. Porter
and his associates (Mowday, Steers and Porter, 1979; Porter, Crampon and
Smith, 1976; Porter, Steers, Mowday and Boulian, 1974) described commitment
as the relative strength of an individual's identification with and involvement in a
particular organization. It is a "partisan affective attachment to the goals and
values of an organization apart from its instrumental worth" (Popper and Lipshitz,
1992). Employees who are affectively committed to an organization remain with it
because they want to do so (Meyer, Allen and Gellatly, 1990). 1–30
 Continuance
Continuance Commitment
Commitment –– aa literature
literature review
review

For Stebbins (1970), continuance commitment was the awareness of the impossibility of
choosing a different social identity because of the immense penalties involved in making the
switch. Still others have used the term "calculative" to describe commitment based on a
consideration of the costs and benefits associated with organizational membership that is
unrelated to affect (Etzioni, 1975; Hrebiniak and Alutto, 1972; Stevens, Beyer and Trice,
1978). Finally, Farrell and Rusbult (1981) suggested that commitment is related to the
probability that an employee will leave his job and involves feelings of psychological
attachment which is independent of affect. Meyer and Allen (1991) suggested that recognition
of the costs associated with leaving the organization is a conscious psychological state that is
shaped by environmental conditions (e.g. the existence of side bets) and has implications for
behaviour (e.g. continued employment with the organization). Employees wise primary link to
the organization is based on continuance commitment remain because they need to do so
(ibid).

1–31
 Normative
Normative Commitment
Commitment –– aa literature
literature review
review

Finally, a less common, but equally viable, approach has been to view
commitment as an obligation to remain with the organization. Marsh and Mannari
(1977), for example, described the employee with "lifetime commitment" as one
who considers it morally right to stay in the company, regardless of how much
status enhancement or satisfaction the firm gives over the years. In a similar vein,
Wiener (1982) defined commitment as the totality of internalized normative
pressures to act in a way which meets organizational goals and interests and
suggested that individuals exhibit these behaviours solely because they believe it
is the right and moral thing to do. Normative commitment is characterized by
feelings of loyalty to a particular organization resulting from the internalization of
normative pressures on the individual (Popper and Lipshitz,1992). Employees with
a high level of normative commitment feel they ought to remain with the
organization (Meyer and Allen, 1991). 1–32
 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
 Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
 Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures

© 2005 Prentice Hall Inc. All rights reserved. 1–33

 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (cont’d)
(cont’d)
 Improving People Skills
 Empowering People
 Stimulating Innovation and Change
 Coping with “Temporariness”
 Working in Networked Organizations
 Helping Employees Balance Work/Life Conflicts
 Improving Ethical Behavior

© 2005 Prentice Hall Inc. All rights reserved. 1–34

 References
References
Buchanan, B (1974). "Building organizational commitment: The socialization of managers in work
organizations", Administrative Science Quarterly, 19, pp. 533-546.

Etzioni, A (1975). A comparative analysis of complex organizations, New York: Free Press.

Farrel, D and Rusbult, C E (1981). "Exchange variables as predictors of job satisfaction, job
commitment and turnover: The impact of rewards, costs, alternatives and investments", Organizational
Behavior and Human Performance, 27, pp. 78-95.

Hrebiniak, L G and Alutto, J A (1972). "Personal and role-related factors in the development of
organizational commitment". Administrative Science Quarterly, 17, pp. 555-573.

Kanter, R M (1968). "Commitment and social organizations: A study of commitment mechanisms in

utopian communities", American Sociological Review, 33, pp. 499-517.

Marsh, R M and Mannari, H (1977). "Organizational commitment and turnover: A predictive study",
Administrative Science Quarterly, 22, pp. 57-75.

Meyer, J P and Allen, N J (1991). "A three-component conceptualization of organizational commitment:

Some methodological considerations", Human Resource Management Review, 1, pp. 61-98.

Meyer, J P, Allen, N J, and Gellatly, l R (1990). "Affective and continuance commitment to the
organization: Evaluation of measures and analysis of concurrent and time-lagged relations", Journal of
Applied Psychology, 75, pp. 710-720.
© 2005 Prentice Hall Inc. All rights reserved. 1–35
 References
References (continued…)
(continued…)
Mowday, R T, Steers, R M and Porter, L W (1979). "The measurement of organizational commitment",
Journal of Vocational Behavior, 14, pp. 224-247.

Popper, M and Lipshitz, R (1992). "Ask not what your country can do for you: The normative basis of
organizational commitment", Journal of Vocational Behavior, 41, pp.1-12.

Porter, L W, Crampton, W J and Smith, F J (1976). "Organizational commitment, managerial turnover".

Organizational Behavior and human Performance, 15, pp. 87-98.

Porter, L W, Steers, R M, Mowday, R T and Boulian, P V (1974). "Organizational commitment, job

satisfaction and turnover among psychiatric technicians", Journal of Applied Psychology, 59, pp. 603-
609.

Stebbins, R A (1970). "On misunderstanding the concept of commitment: A theoretical clarification",

Social Forces, 48, pp. 526-529.

Stevens, J M, Beyer, J M, and Trice, H M (1978). "Assessing personal, role and organizational
predictors of managerial commitment", Academy of Management Journal, 21, pp. 380-396.

Wiener, Y (1982). "Commitment in organizations: A normative view", Academy of Management

Review, 7, pp. 418-428.

1–36