Organizational Behavior

Summary

The script delves into the field of Organizational Behavior (OB), exploring its significance in understanding human dynamics within organizational contexts. It emphasizes the importance of studying OB for effective management and leadership, highlighting the impact of motivation, group dynamics, and employee satisfaction on organizational success. The script also touches on the evolution of OB from scientific management to the human relations movement, advocating for a systems perspective that considers the interplay of individual and situational factors in shaping workplace behaviors.

Takeaways

• 📚 Organizational Behavior (OB) is the study of human behavior in organizational settings, focusing on the interface between individuals and the organization itself.
• 🧩 OB is comprehensive, considering the individual, the organization, and the environment, and how they interlink to influence behavior and effectiveness at work.
• 👥 Each person brings a unique set of characteristics and experiences to an organization, which managers must consider to understand the work setting from diverse perspectives.
• 🔗 OB emphasizes the importance of understanding how people behave within organizations to work effectively with and manage others, at any level.
• 🏢 The study of OB is crucial for anyone working in an organization, as it provides insights and tools for better performance and leadership.
• 💡 OB is not a defined business function but a set of knowledge and tools that enhance managerial effectiveness across various management functions like planning, organizing, leading, and controlling.
• 🛠️ Managers require a mix of technical, interpersonal, conceptual, and diagnostic skills to effectively manage organizational behavior and dynamics.
• 🤝 Human Resource Management (HRM) is closely related to OB, focusing on attracting, developing, and maintaining an effective workforce through understanding of OB principles.
• 🏆 Competitive advantage can be achieved by organizations that understand and apply OB principles, such as valuing employees and fostering a positive work environment.
• 🔍 The history of OB includes the development of scientific management and the human relations movement, which have shaped modern understanding of worker motivation and productivity.
• 🌐 OB adopts a systems perspective, viewing organizations as interconnected elements that transform inputs into outputs, influenced by the environment and feedback loops.

Q & A

What is the definition of Organizational Behavior (OB)?

Organizational Behavior (OB) is the study of human behavior in organizational settings, focusing on the interface between human behavior and the organization, as well as the organization itself.

Why is the study of organizational behavior important for individuals and organizations?

The study of OB is important because it provides knowledge and tools for individuals to work effectively at any organizational level and helps organizations perform well by understanding the impact of human behavior on business outcomes.

What are the three areas of focus in the study of organizational behavior?

The three areas of focus are human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

How does the environment surrounding an organization influence its organizational behavior?

The environment can influence organizational behavior by affecting the organization's structure, policies, and practices, as well as by shaping the behaviors and attitudes of individuals within the organization.

What is the role of personal characteristics and experiences in shaping an individual's behavior within an organization?

Personal characteristics and experiences contribute to an individual's unique perspective and approach to work, influencing how they interact with others and the organization, and how they respond to various work situations.

How do managers apply the four basic management functions in the context of organizational behavior?

Managers apply planning, organizing, leading, and controlling functions to manage resources effectively, motivate employees, and ensure that organizational goals are met.

What are the key skills that managers need to possess for effective management in an organization?

Managers need a combination of technical, interpersonal, conceptual, and diagnostic skills to accomplish tasks, communicate and motivate individuals, see the big picture, and understand cause-and-effect relationships.

How does the field of Organizational Behavior contribute to an organization's competitive advantage?

OB contributes to competitive advantage by helping organizations understand and manage human resources effectively, which can lead to increased productivity, better customer service, and a more engaged workforce.

What is the significance of the Hawthorne effect in the context of organizational behavior?

The Hawthorne effect, where people improve their performance because they are being observed, highlights the importance of social relations and the psychological needs of workers, which can significantly impact productivity and motivation.

How does the systems perspective help managers in understanding and managing organizations?

The systems perspective allows managers to conceptualize the flow and interaction of various elements within the organization, helping them to see how inputs are transformed into outputs and how feedback from the environment influences future inputs.

What is the situational perspective in organizational behavior, and why is it important?

The situational perspective suggests that most situations and outcomes in organizations are influenced by other variables, making universal conclusions difficult. It is important because it acknowledges the complexities of human behavior and organizational settings, leading to more nuanced and context-specific management approaches.

Outlines

00:00

📚 Introduction to Organizational Behavior

This paragraph introduces the concept of Organizational Behavior (OB) as the study of human behavior within organizational contexts, focusing on the relationship between individuals and the organization itself. It emphasizes the importance of understanding OB for effective work performance and management. The paragraph outlines the three main areas of study in OB: human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. It also highlights the significance of OB in enhancing organizational performance and the role of OB in various managerial functions such as planning, organizing, motivating, and controlling.

05:00

🌟 Leadership and Management Functions in OB

The second paragraph delves into the managerial functions related to Organizational Behavior, including planning, organizing, leading, and controlling. It discusses the importance of these functions in achieving organizational goals and the role of managers in applying these functions across different resources. The paragraph also touches on the skills required for effective management, such as technical, interpersonal, conceptual, and diagnostic skills, and the impact of these skills on organizational behavior and success. Additionally, it covers the concept of Human Resource Management (HRM) and its focus on building and maintaining an effective workforce.

10:03

🛠️ Business Strategy and Organizational Behavior

This paragraph explores the connection between business strategy and organizational behavior, discussing how different strategies such as cost leadership, differentiation, and specialization can influence organizational behavior. It explains how a firm's strategy can affect its approach to employee wages, automation, and organizational culture. The paragraph also touches on the historical development of the study of OB, from scientific management to the human relations movement, and the importance of understanding the social and psychological aspects of work in enhancing productivity and employee satisfaction.

15:04

🔬 The Evolution of Organizational Behavior Studies

The fourth paragraph provides a historical overview of the evolution of organizational behavior studies, starting from the scientific management movement to the human relations movement. It discusses the contributions of various researchers and their impact on the understanding of OB. The paragraph also explains the shift from a universal approach to a situational perspective in OB, emphasizing the importance of context in understanding organizational phenomena. It introduces the systems perspective, viewing organizations as interrelated sets of elements that function as a whole, and the situational perspective, which suggests that outcomes are influenced by various situational variables.

20:05

🤔 The Interactual View and Individual Behaviors in OB

This paragraph examines the interactual view of OB, which posits that individual behavior is a result of the interaction between personal characteristics and situational factors. It discusses how this perspective can help in understanding employee attitudes, job perceptions, productivity, and performance. The paragraph also covers various individual-level outcomes such as job satisfaction, organizational commitment, and employee engagement, as well as dysfunctional behaviors like absenteeism, turnover, and workplace violence, and their impact on organizational effectiveness.

25:05

🧐 The Importance of Scientific Method in OB

The final paragraph underscores the significance of the scientific method in studying organizational behavior. It argues against relying solely on common sense or intuition and advocates for systematic research to test theories and hypotheses. The paragraph explains the process of hypothesis testing using research methods and statistical analysis, and the use of meta-analysis to combine results from various studies. It concludes by emphasizing the need for a scientific approach to advance our understanding of OB and to inform effective organizational practices.

Keywords

💡Organizational Behavior (OB)

Organizational Behavior (OB) is the study of how individuals and groups interact within an organization and the impact of organizational structure on behavior. It is central to the video's theme as it underpins the discussion on human dynamics within a business setting. The script mentions OB as the field that provides insights into the interface between human behavior and the organization itself, highlighting its importance for managers and employees alike.

💡Interface

In the context of the video, 'interface' refers to the point of interaction between two elements, specifically human behavior and the organization. The script emphasizes the importance of understanding this interaction for a comprehensive view of OB, as it affects how individuals within the organization behave and respond to various stimuli.

💡Personal Characteristics

Personal characteristics are the unique traits, experiences, and backgrounds that individuals bring to an organization. The video script discusses how these characteristics influence behavior in the workplace and are essential for managers to consider when understanding their team's dynamics and optimizing performance.

💡Managerial Functions

Managerial functions are the basic activities performed by managers, including planning, organizing, leading, and controlling. The script explains how these functions are applied across different resources within an organization to achieve its goals and are intrinsically linked to the study of OB.

💡Human Resource Management (HRM)

Human Resource Management (HRM) encompasses the strategies and processes used by organizations to attract, develop, and retain a capable workforce. The video script relates HRM to OB by discussing how understanding OB can inform HR practices that enhance employee motivation and performance.

💡Competitive Advantage

Competitive advantage is a business's edge over its competitors, often achieved through superior value, product quality, or customer service. The script uses the concept to illustrate how OB can influence an organization's ability to gain and maintain an advantage in the market.

💡Business Strategy

Business strategy refers to the long-term approach a company takes to achieve its objectives and compete effectively. The video script connects business strategy with OB, suggesting that understanding employee behavior and organizational dynamics can inform strategic decision-making.

💡Scientific Management

Scientific management is a theory that emerged from the work of Frederick Winslow Taylor, advocating for the optimization of work processes to increase efficiency. The script mentions it as the beginning of formal OB studies, emphasizing its historical significance in shaping modern management practices.

💡Hawthorne Effect

The Hawthorne effect is a phenomenon where individuals modify their behavior in response to being observed. The video script describes its discovery during studies at Western Electric's Hawthorne plant, highlighting its impact on understanding worker motivation and performance.

💡Systems Perspective

The systems perspective views organizations as interrelated sets of elements that function as a whole. The script uses this perspective to explain how organizations transform inputs into outputs and how feedback loops influence organizational behavior and decision-making.

💡Situational Perspective

The situational perspective in OB suggests that outcomes are influenced by a variety of factors and are not universally applicable. The video script discusses the shift from universal to situational approaches in OB, emphasizing the need to consider context when applying OB principles.

💡Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) refers to the voluntary, extra-role actions that contribute positively to the organization. The script describes OCB as a complex result of individual, social, and organizational factors, and its role in enhancing organizational effectiveness.

💡Dysfunctional Behaviors

Dysfunctional behaviors are actions that negatively affect organizational performance. The script identifies various forms of dysfunctional behaviors such as absenteeism, turnover, theft, and workplace violence, and their detrimental impact on the organization.

Highlights

Organizational Behavior (OB) is the study of human behavior in organizational settings and the interface between individuals and organizations.

OB is crucial for understanding how people behave in organizations and managing others effectively.

The field of OB emphasizes the importance of motivation, engagement, and alignment with business strategy for employee productivity.

Organizational Behavior provides insights and tools for managers to improve their performance at any organizational level.

The study of OB began in the 1890s with the industrial relations movement and the introduction of scientific management.

Scientific management principles include precise instructions, goal setting, and rewards to maximize productivity.

The Hawthorne effect demonstrates that workers may improve performance simply because they are being observed.

The human relations movement stresses the significance of social relations, motivation, and employee satisfaction on productivity.

Organizational Behavior has evolved to a situational perspective, recognizing that outcomes are influenced by various variables.

The systems perspective views organizations as interrelated sets of elements that transform inputs into outputs.

Managerial functions include planning, organizing, leading, and controlling to achieve organizational goals.

Human Resource Management (HRM) focuses on attracting, developing, and maintaining an effective workforce.

Competitive advantage can be gained through superior value, best price, technological leadership, or customer service.

Business strategy involves planning and reacting to changing circumstances with various strategies such as cost leadership, differentiation, and specialization.

Organizational Behavior research has identified the importance of job satisfaction, organizational commitment, and employee engagement.

Dysfunctional behaviors such as absenteeism, turnover, theft, and sabotage can be costly to an organization.

The scientific method is essential in OB for systematic testing of theories and hypotheses to understand organizational phenomena.

Meta-analysis in OB combines results from various studies to estimate true relationships and generalizability.

Organizational Behavior cannot rely solely on common sense; it requires scientific research and systematic study.

Transcripts

[Music]

what exactly is meant by the term

organizational behavior and why should

it be studied answers to these two

fundamental questions will help you

better appreciate organizational

behavior as a field and can be of value

to you in your future

let's take a look organizational

behavior or OBE is the study of human

behavior in organizational settings of

the interface between human behavior and

the organization and of the organization

itself although we can focus on any one

of these three areas we must also

remember that all three are ultimately

necessary for a comprehensive

understanding of organizational behavior

this figure illustrates this view of

organizational behavior

it shows the linkages among human

behavior in organizational settings the

individual organisation interface the

organisation itself and the environment

surrounding the organisation each

individual brings to an organisation a

unique set of personal characteristics

and unique personal background and set

of experiences from other organisations

therefore in considering the people who

work in their organization managers must

look at the unique perspective each

individual brings to the work setting

but individuals do not work in isolation

they come in contact with other people

and with the organisation in a variety

of ways points of contact include

managers co-workers formal policies and

procedures of the organisation and

various changes implemented by the

organisation in addition over time

individuals change as a function of

their personal experiences and mastery

as well as through work experiences and

organizational development an

organization of course exists before a

particular person joins it and continues

to exist after he or she leaves

thus the organisation itself represents

a critical third perspective from which

to view organizational behavior the core

of OB is being effective at work

understanding how people behave

organizations and why they do what they

do is critical to working effectively

with and managing others organizational

behavior gives everyone the knowledge

and the tools they need to be effective

at any organizational level

organizational behavior is an important

topic for anyone who works or will

eventually work in an organization which

is the case for most people moreover OB

is actually important to us as

individuals from numerous perspectives

organizations as a whole also benefit

from OB imagine the difference between a

company with motivated engaged employees

with clear goals aligned with business

strategy and one with unhappy employees

a lot of conflict weak leadership and a

lack of direction OB also helps

organizations perform well a mounting

body of evidence shows that an emphasis

on the softer side of business

positively influences bottom-line

results by listening to employees

recognizing their work building trust

and behaving ethically managers have

boosted performance organizational

behavior is not a defined business

function or area of responsibility

similar to finance or marketing rather

an understanding of OB provides a set of

insights and tools that all managers can

use to carry out their jobs more

effectively the managerial context of

organizational behavior can be viewed

from the perspective of basic management

functions critical management skills and

overall human resource management in

characterizing managerial work most

educators and other experts find it

useful to conceptualize the activities

performed by managers as reflecting one

or more of four basic functions let's

take a look organizations use many

different resources in the pursuit of

their goals and objectives as with

management functions though these

resources can be generally classified

into four groups human financial

physical and/or information resources

planning the first managerial function

is the process of determining the

organization's desired future position

and deciding how to best get their

organizational behavior processes and

characteristics pervade each of these

tivities perception for instance plays a

major role in environmental scanning and

creativity and innovation influence how

managers set goals strategies and

tactics for their organization

the second managerial function is

organizing the process of designing jobs

grouping jobs into manageable units and

establishing patterns of authority among

jobs and various job groups this process

produces the basic structure or

framework of the organization leading

the third major management function is

the process of motivating members of the

organization to work towards the

organization's goals major components of

leading include motivating employees

managing group dynamics the actual

process of leadership itself and so on

there are all closely related to the

major areas of organizational behavior

the fourth managerial function

controlling is the process of monitoring

and correcting the actions of the

organization and its people to keep them

headed towards their goals performance

evaluation and reward systems for

example both apply to control control is

of vital importance to a business but it

can be especially critical to smaller

organizations managers apply these four

basic functions across resources to

advance the organization towards its

goals in general most successful

managers have a strong combination of

technical interpersonal conceptual and

diagnostic skills technical skills are

necessary to accomplish specific tasks

within an organization managers use

interpersonal skills to communicate with

understand and motivate individuals in

groups managers spend a large portion of

their time interacting with others so

it's clearly important that they get

along well with other people

conceptual skills are the managers

ability to think in the abstract a

manager with strong conceptual skills is

able to see the big picture that is she

or he can see the opportunity where

others see roadblocks and problems most

successful managers also bring

diagnostic skills to the organization

agnostic skills allow managers to better

understand cause-and-effect

relationships and to recognize the

optimal solutions to problems management

skills impact organizational behavior

and success in profound ways human

resource management known as HRM is the

set of organizational activities

directed at attracting developing and

maintaining an effective workforce more

precisely HR managers select new

employees develop rewards and incentives

to motivate and retain those employees

and create programs for training in

developing staff but how do they know

which applicants to hire and how do they

know which rewards will be more

motivating than others the answers to

these and related questions are

generally drawn from the field of

organizational behavior competitive

advantage exists anytime an organization

has an edge over rivals in attracting

customers in defending itself against

competition how does an organization

gain competitive advantage sources of

competitive advantage including having a

best maid or cheapest product providing

the best possible customer service being

more convenient to buy from having

shorter product development times and

having a well-known brand name according

to Michael Porter to have a competitive

advantage a company must ultimately be

able to give customers superior value

for their money either a better product

that's worth a premium price or a good

product at a lower price can be a source

of competitive advantage a company may

create value based on price

technological leadership customer

service or some combination of these and

other factors business strategy involves

the issue of how to compete but it also

encompasses the strategies of different

functional areas of the firm how

changing industry conditions such as

deregulation product market maturity and

changing consumer demographics will be

addressed and how the firm as a whole

will address the range of strategic

issues and choices that it faces

business strategies are partially

planned and partially reactive to

changing circumstances a large

number of possible strategies exist for

any organization and an organization may

pursue different strategies in different

business units companies may also pursue

more than one strategy at a particular

time these three primary business

strategies are cost leadership

differentiation and specialization let's

take a look

firms pursuing a cost leadership

strategy strive to be the lowest cost

producer in an industry for a particular

level of product quality these

businesses are typically good at

designing products that can be more

efficiently manufactured and engineering

efficient manufacturing processes to

keep production costs and consumer

prices low a differentiation strategy

calls for the development of a product

or service with unique characteristics

valued by customers the value added by

the products uniqueness may enable the

business to charge a premium price for

it the dimensions along which a firm can

differentiate include image like

coca-cola product durability like Wagner

clothing quality like Lexus safety like

Volvo and usability like Apple Computer

businesses pursuing a specialization

strategy focus on a narrow market

segment or niche a single product or a

particular end use or buyers with

special needs and pursue either a

differentiation or cost leadership

strategy within that market segment

successful businesses following a

specialist strategy know their market

segments very well they will often enjoy

a high degree of customer loyalty this

strategy can be successful if it results

in either lower costs and competitors

serving the same niche or the ability to

offer customers something other

competitors do not like manufacturing

non-standard parts there are a number of

significant linkages that connect

business strategy and organizational

behavior for instance a firm that relies

on cost leadership strategy will usually

need to keep all of its expenses as low

as possible

therefore this strategy might indicate

relying on low wages for employees and

trying to automate as many jobs as

possible strategy implementation and

strategic change also

require large-scale organizational

changes two of the largest may be new

organizational culture and new behaviors

required of employees

you

formal study of organizational behavior

began in the 1890s following the

industrial relations movement spawned by

Adam Smith's introduction of the

division of labor in the 1890s Frank and

Lillian Gilbreth and Frederick Winslow

Taylor identified the positive effects

of precise instructions goal settings

and rewards on motivation their ideas

became known as scientific management

and are often considered the beginning

of the formal study of organizational

behavior scientific management is based

on the belief that productivity is

maximized when organizations are

rationalized with precise sets of

instructions based on time in motion

studies the four principles of Taylor's

scientific management are the following

replace rule-of-thumb work methods with

methods based on scientifically studying

the tasks using time and motion studies

scientifically select train and develop

all workers rather than leaving them to

passively train themselves managers

provide detailed instructions in

supervision to workers to ensure that

they are following the scientifically

developed methods they divide work

nearly equally between workers and

managers managers should apply

scientific management principles to

planning the work and workers should be

actually able to perform the tasks

although scientific management improved

productivity had also increased monotony

at work scientific management left no

room for individual preferences or

initiative and was not always accepted

by workers the scientific method spawned

the discovery of the Hawthorne effect in

the 1920s and 1930s the Hawthorne effect

occurs when people improve some aspect

of their behavior or performance simply

because they know they're being assessed

the Hawthorne effect was first

identified when a series of experiments

that came to be known as the Hawthorne

studies were conducted on Western

Electric plant workers in Hawthorne just

outside of Chicago to see the effects of

a variety of factors including

individual versus group pay incentive

pay breaks and snacks on productivity

one of the working conditions tested at

the Hawthorne plant was lighting when

they tested brighter

production increased when they tested

dimmer lights production also increased

researchers observed that productivity

almost always improved after a lighting

change any change but eventually

returned to normal levels workers

appeared to try to work harder when the

lights were dimmed just because they

knew they were being evaluated George

Alton Mayo founder of the human

relations movement initiated by the

Hawthorne studies explained this finding

by saying that workers tried harder

because of the sympathy and interest of

the observers Mayo stated that the

reason workers are more strongly

motivated by informal things is that

individuals have a deep psychological

need to believe that their organization

cares about them essentially workers

were more motivated when they believe

their organization is open concerned and

willing to listen the Hawthorne studies

prompted further investigation into the

effects of social relations motivation

communication and employee satisfaction

on factory productivity rather than

viewing workers as interchangeable parts

in mechanical organizations as the

scientific management movement had done

the human relations movement viewed

organizations as cooperative systems and

treated workers orientations values and

feelings as important parts of

organizational dynamics and performance

the human relations movement stressed

the importance of human dimensions of

work including group relations that can

be superseded by organizational norms

and even an individual self-interest

Harvard Social Work professor and

management consultant Mary Parker

Follett was known as the profit of

management because her ideas were ahead

of her time Fallot discovered a variety

of phenomenon including creativity

exercises such as brainstorming and the

groupthink effective meetings W Edwards

Deming is known as the Guru of quality

management Deming taught Japanese

industrialists statistical process

control and quality concepts his classic

1986 book describes how to do

high-quality productive and satisfying

work Deming believed that removing fear

from the workplace gives employees pride

in their workmanship and increases

productivity Deming also felt that when

things go wrong there's a 94% chance

that the system elements under

management control including machinery

and rules rather than the worker is the

cause he believed that making changes in

response to normal variations was unwise

and the proper understanding of

variation includes the mathematical

certainty that variation will normally

occur within a certain range the total

quality management movement initiated by

Deming again highlights the importance

of people teamwork and communication in

organizations success this brief history

helps to set the stage for an

understanding of organizational behavior

a system is an interrelated set of

elements that function as a whole this

figure shows a general framework for

viewing organizations as systems

according to this perspective an

organization system receives four kinds

of inputs from its environment material

human financial and informational the

organization's managers then combine and

transform those inputs and return them

to the environment in the form of

products or services employee behaviors

profits and losses and additional

information as outputs these products

are sold to the consuming public profits

from operations are fed back into the

environment through taxes investments

and dividends losses when they occur hit

the environment by reducing stockholders

incomes then the system receives

feedback from the environment regarding

those outputs finally information about

the company and its operations is also

released into the environment the

environment in turn responds to those

outputs and influences future inputs the

systems perspective is valuable to

managers for a variety of reasons the

systems perspective helps managers

conceptualize the flow and interaction

of various elements of the organization

itself as they work together to

transform inputs into outputs the

situational perspective suggests that in

most organizations situations and

outcomes are influenced by other

variables

the field of organizational behavior has

gradually shifted from a universal

approach in the 1950s and early 1960s to

a situational perspective in the earlier

days of management studies managers

searched for universal answers to

organizational questions they've sought

prescriptions the one best way that can

be used in any organization under any

conditions eventually however

researchers realize that the

complexities of human behavior and

organizational settings make Universal

conclusions virtually impossible they

discovered that in organizations most

situations and outcomes are contingent

that is the precise relationship between

any two variables is likely to be

situational as an example dependent on

other variables the situational

perspective has been widely documented

in the areas of motivation job design

leadership and organizational design and

it's becoming increasingly important

throughout the entire field of

organizational behavior first presented

in the terms of interactional psychology

this view assumes that individual

behavior results from a continuous and

multi-directional interaction between

characteristics of the person and

characteristics of the situation more

specifically interaction ilysm attempts

to explain how people select interpret

and change various situations

note that the individual and the

situation are presumed to interact

continuously this interaction is what

determines the individuals behavior the

inter actual view implies that simple

cause and effects descriptions of

organizational phenomena are not enough

other studies may propose that attitudes

influence how people perceive their jobs

in the first place both positions

probably are incomplete employee

attitudes may influence job perceptions

but these perceptions may in turn

influence future attitudes the inter

actual view appears to offer many

promising ideas for future development

they can do this by enhancing behaviors

and attitudes

promoting citizenship minimizing

dysfunctional behaviors and driving

strategic execution first several

individual behaviors result from a

person's participation in an

organization one important behavior is

productivity a person's productivity is

a relatively narrow indicator of his or

her efficiency and is measured in terms

of products or services created per unit

of input performance another important

individual level outcome variable is a

somewhat broader concept and is made up

of all work-related behaviors even if

all the people in a group or team have

the same or similar attitudes towards

their jobs the attitudes themselves are

individual level phenomenon individuals

not groups have attitudes managers need

to assess both common and unique

outcomes when considering individual and

group levels in organizational behavior

levels of job satisfaction or

dissatisfaction organizational

commitment and employee engagement play

an important role in organizational

behavior extensive research conducted on

job satisfaction has indicated that the

personal factors such as an individual's

needs and aspirations determine this

attitude along with group and

organizational factors such as

relationships with coworkers and

supervisors as well as working

conditions work policies and

compensation a satisfied employee also

tends to be absent less often to make

positive contributions and to stay with

the organization in contrast a

dissatisfied employee may be absent more

often may experience an express stress

that disrupts co-workers and may be

continually looking for another job

contrary to what many managers believe

however high levels of job satisfaction

do not necessarily lead to higher levels

of performance a person with a high

level of commitment is likely to see

himself or herself as a true member of

the organization to overlook minor

sources of dissatisfaction with the

organization and to see herself

remaining a member

of the organization in contrast a person

with less organizational commitment is

likely to see himself as an outsider and

to express more dissatisfaction about

things and not to see himself as a

long-term member of the organization

organizational citizenship is the

behavior of individuals that makes a

positive overall contribution to the

organization the determinant of

organizational citizenship behavior is

likely to be a complex mosaic of

individual social and organizational

variables the social context in which

the individual works or the workgroup

will need to facilitate and promote such

behaviors and the organization itself

especially its culture must be capable

of promoting recognizing and rewarding

these types of behaviors if they are to

be maintained although the study of

organizational citizenship is still in

its infancy preliminary research

suggests that it may play a powerful

role in organizational effectiveness

some work-related behaviors are

dysfunctional in nature dysfunctional

behaviors are those that detract from

rather than contribute to organizational

performance to important dysfunctional

individual level behaviors are

absenteeism and turnover absenteeism is

a measure of attendance

although virtually everyone misses work

occasionally some people miss far more

often than others some look for excuses

to miss work and call in sick regularly

just for some time off others miss work

only when absolutely necessary

turnover occurs when a person leaves the

organization if the individual who

leaves is a good performer or if the

organization has invested heavily in

training that person turnover can be

costly other forms of dysfunctional

behavior may even be more costly for the

organization theft and sabotage for

example result in direct financial costs

for the organization sexual and racial

harassment also cost an organization

both indirectly by lowering morale

producing fear and driving off valuable

employees and directly through financial

liability

the organization responds improperly so

too can politicized behavior

intentionally misleading others in the

organization spreading malicious rumors

and similar activities incivility and

rudeness can result in conflict and

damage the morale of the organization's

culture bullying and workplace violence

are also growing concerns in many

organizations violence by disgruntled

workers or former workers result in

dozens of deaths and injuries each year

the factors that contribute to workplace

violence are difficult to pin down but

of obvious importance to managers the

answer is that common sense isn't so

common people don't always agree if ten

people see the same leadership

interaction you may have 10 different

common-sense perspectives on what

leadership is and how it works even if

you don't find 10 different perspectives

you'll certainly not find perfect

agreement to the same phenomenon another

answer is common sense isn't always

right findings may seem like common

sense after research is done but

beforehand we don't really know what's

going on so it isn't just common sense

we need science and research because

it's built on careful and systematic

testing of assumptions and conclusions

this process allows us to evolve our

understanding of how things work and it

allows us to learn when goals confidence

satisfaction cohesion and rewards affect

outcomes and why it happens that's why

you need to learn the theories and why

you can't just operate on common sense

organizational behavior is the study of

human behavior in organizational

settings of the interface between human

behavior and the organization and of the

organization itself although we can

develop a good understanding of many of

the norms expectations and the behaviors

of others by living and working with

people there are many things that are

not well understood without more

systematic study decades of research

have both reinforced some of the things

many people inevitably believed and

identified as common misunderstandings

or misconceptions about organizational

behavior rather than relying on

experience or intuition or just assuming

that ideas are correct because they seem

to make

the scientific method relies on

systematic studies that identify and

replicate a result using a variety of

methods samples and settings the

scientific method as you see here begins

with theory which is the collection of

verbal and symbolic assertions that

specify how and why two or more

variables are related and the conditions

under which they should and should not

relate theories describe the

relationship that are proposed to exist

among certain variables when and under

what conditions until they are proven to

be correct theories are no guarantee of

fact it is important to systematically

test any theory to verify that its

predictions are accurate the second step

in the scientific method is the

development of a hypothesis or written

prediction specify an expected

relationships between certain variables

hypothesis testing can be done using a

variety of research methods and

statistical analysis for our purposes

assume we collect data on our predictor

or independent variable and our

criterion or dependent variable we can

then analyze the correlation observed

are between the two variables to test

our hypothesis the correlation reflects

the strength of the statistical

relationship between two variables

rather than answering the question with

a yes or no the correlation answers how

strong the relationship is a statistical

technique called meta-analysis is used

to combine the results of many different

research studies done in a variety of

organizations and for a variety of jobs

the goal of meta-analysis

is to estimate the true relationship

between various constructs and to

determine whether the results can be

generalized to all situations or if the

relationship works differently in

different situations

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