Remembering OB:

Individual Friend
Group Advocate
Organizational Agent

“Money”
Andre Buckley
Karen Chen
Ron Portwine
Chris Trudel
 Who Was OB?

 A field of study that investigates the impact

that individuals, groups, and structure
have on behavior within organizations, for
the purpose of applying that knowledge
toward improving an organization’s
effectiveness.
 What Did We Learn From OB?

 Individual Behavior
 Attitude, Personality, Values
 Motivation
 Perception & Creativity
 Communication
 Team & Group Dynamics
 Leadership
 Diversity
 Organizational Culture & Change
 Power, Politics, Conflict & Negotiation
 Organizational Structuring
 Recruiting, Selection, Training & Evaluation
 Goals of OB

Predict
Explain Control

Behavior
 Those Who Ignore OB
 Poor job satisfaction / productivity
 Employee turnover
 Fail to maximize creativity and vision
 Trouble with changing demographics
 Quality issues
 Customer Service issues
 Ethical behavior compromised
 Work-life balance problems
 Deviant behavior
 Empowerment opportunities
OB Was Multifaceted

Organizational Level

Group Level

Individual
Level
 Key Concepts of OB
Human
Organizational Behavior Output
Manager
Explain, Predict & Control

Goals

Individual Groups
Organization
Profitability
System
Job Satisfaction
Leadership
Decision Making
Personality
Work Design
Values
HR Policies
Motivation
& Practices
Attitude Communication
Perception Team Building
Power Diversity
Culture
Creativity Politics
Change
Selection Conflict
Structure
Ability Human Negotiation
Input
 Impact of Power
Job Satisfaction
Knowledge Commitment
& Skills Dependency Performance

Power
Promotion

Employees

Organizational
Manager
Structure

Respect
Charisma
 Individual Behavior
 Attitudes
Evaluative statements: either favorable or unfavorable.
Reflect how one feels about something.

 Values
Content — important
Intensity —how important

 Personality
The unique, outward characteristics as externally
observed.
 Motivation
 Motivation is the process that accounts for an
individual’s intensity, direction, and persistence of
effort toward attaining a goal.
— Be aware of employees’ diversity, and use different
methods to motivate them.
— Set challenging goals.
— Provide satisfactory environment and help for the execution
of work.
— Provide personal performance evaluation and reward.
— Aspire after systemic equity, and combine performance and
reward.
— Support of monetary compensation.
 Perception
 Biographical
Characteristics
 Ability
 Learning


Values
Attitudes
Perception
 Personality
 Emotions

Feelings & explanations

 Creativity
 Affluent concept
(create lots of ideas)
 Concept can be changed
(flexible)
 Original concept
(unique thoughts)
 Exact concept
(quality improvement)
 Communication

 Transference and the understanding of meaning.

 No group can exist without communication.

 Control, motivation, emotional expression, and

information are four major functions of
communication within a group or organization.
 Team & Group Dynamics
 Teams have a synergistic benefit
 Groups must be managed
 Be a good facilitator
 Good judge of character
 Charismatic/high energy
 Open-mindedness
 Be able to assess talent and assign tasks matching
the specific skill set of team members
 Groupthink, Social Loafing
 Diversity
 Dr. Ofori Dankwa - Diversimilarity
 Proactive approach
 Embrace by top management
 Employee diversity training
 Ensuring that suppliers and customers are
pro-diversity
 Marketing the company as a pro-diversity
company
 Continue to nurture the diverse culture
 Organizational Culture & Change
 Organizational Culture – a system of
shared meaning held by members that
distinguishes the organization from other
organizations.
 A strong culture can:
 Lower employee turnover
 Less need for formal rules and regulations
 Prevent Change
 Organizational Culture & Change
 Implementing Change
 Clearly define and communicate
 Build a coalition.
 Identify supporters and opponents.
 Educate.
 Empower others.
 Reward short-term achievements
 Re-evaluate and make adjustments.
 Show proof at the conclusion that the change was
effective.
 Leadership
 Not all Managers are Leaders
 Leaders have the ability to influence a group
toward the achievement of a vision or set of
goals
 Can be taught
 Be compassionate
 Be appreciative
 Mentoring/ teach and develop future leader
 Be decisive
 Visionary and focused
 Power, Politics, Conflict &
Negotiation
 Definition of Power
 Formal Power
 Coercive
 Reward

 Personal Power
 Expert
 Reverent

 Dependency and Tactics

 Power, Politics, Conflict &
Negotiation
 Definition of Politics
 Legitimate
 Illegitimate

 Factors that influence Politics

 Individual vs. Organizational
 Ethics
 Power, Politics, Conflict &
Negotiation
 Conflict Process
 Incompatibility
 Personalization
 Intentions
 Behavior
 Outcomes

 Negotiation
 Organizational Structuring
 Organizational Designs
 Common Structure
 Bureaucracy
 Matrix

 The Boundaryless Organization

 G.E.
 Recruiting, Selection, Training &
Evaluation
 Human Resources
 Methods of Evaluating
 Performance Feedback
 International
 Diversity
 Conclusion
 Summary
 The organization
 The individual
 Globally
When You Think of OB, Think of…
 MONEY
 M – Motivated workforce
 O – Organizational leadership
 N – Networked Communication
 E – Efficient Systems
 Y – Yields Great Profits