,CHAPTER 1
What Is Organizational Behavior?
Learning Outcomes: What is Organizational Behavior?
Define organizational behavior
Explain some of the differences in organizations
Understand the need for systematic study of organizational behavior
Describe an organization
Recognize OB depends on contingencies
Overview
First, this course is presented as a survey course that provides an overview of the principles and
concepts dealing with various types of behaviors. This course provides a good foundation for
exploring various areas of individual behavior and group behavior. It is not designed to be an in
depth analysis of behavior, but rather it presents an all encompassing survey of the many areas
for consideration when trying to work with, understand, and lead others. The focus of the
chapter is to instill in the learner the need to learn how knowledge about individual, group and
organizational behavior will enhance their ability to lead and interact with other people. Human
Behavior in Organizations is about people and using interpersonal or people skills when
interacting with others. It is also a foundational course for leadership in as much as interpersonal
skills and knowledge will better prepare people for their leadership roles as they move through
their career.
At this point, have the students generate a list of topics or works that might come to mind when
one hears the words “organizational behavior, interpersonal skills or people skills.” Capture the
list and display it on an overheard or chalkboard.
Topics may include:
Motivation
Leadership
Communications
Culture influences
Diversity
Values and belief
Networking
Teams
Group dynamics
Power
Stress
Handling conflict
Understanding personality
Empowerment
Total quality management
Reengineering
Ethics
, and many more
Make a note that these are the topics we will be covering over the course of this study in
individual, group and organizational behavior. It is for this reason we need to study human and
organizational behavior in a systematic manner. It is not just common sense or intuition.
Research has found that the biggest reason for failure of managers in a survey of six Fortune 500
companies is “poor interpersonal skills.” The inability to understand and use good behavioral
skills in leading others means poor leadership and poor results. For most of the topics listed
above, people have an opinion of what is good or bad, what works or does not work and what are
the common sense solutions to problems. Some may refer to this as simple intuition that has
been learned over years of experience; however, it may not always be right. In order to improve
on the decisions, we need to evaluate the situation and the people in a systematic manner.
Work the following survey to demonstrate the need to study organizational behavior in order to
make better decisions in working with others. Read the questions aloud and ask for a show of
hands for each response. Initially, most of the students will indicate they believe each statement
is true.
Consider the following statements and answer as either True or False.
Answer as either (T) or False (F).
1. _____ Happy workers are productive workers.
2. _____ All individuals are most productive when their boss is friendly, trusting, and
approachable.
3. _____ The best leaders are those who exhibit consistent behavior regardless of the
situations they face.
4. _____ Interviews are effective selection devices for separating job applicants who would
be high-performing employees from those who would be low performers.
5. _____ Everyone wants a challenging job.
6. _____ You have to scare people a little to get them to do their jobs.
7. _____ Because specific goals intimidate people, individuals work harder when asked just
to do their best.
8. _____ Everyone is motivated by money.
9. _____ Most people are much more concerned with the size of their own salaries than
with others’ salaries.
, 10. _____ The most effective work groups are devoid of conflict.
Normally two-thirds to three-fourths of the class will raise their hands for statement number one
indicating they believe it to be true. As you work down through these statements, the number of
hands raised will decrease; however, you will always have a few that will identify the statement
as being true. In actuality, each statement is false. The point of this exercise is to demonstrate a
more systematic analysis would have yielded more accurate responses.
Refer back to question number one and then show them the following article from the Wall
Street Journal dated 1997.
“Unhappy people do better at work.” By Associated Press.
OSLO, Norway – Feeling sad, blue, down in the dumps? The
boss might like to know this. A new study indicates unhappy
people do better work that a cheerful ones.
“We were surprised by the result. We expected the opposite,”
said Geir Kaufmann, a professor of psychology at the Norwegian
College of Business in Oslo.
He said cheerful test subjects overestimated their own ability,
underestimated the complexity of problems presented to them and
tended to opt for answers that seemed easy or obvious.
The glum were less confident, looked deeper, and found far
more creative solutions.
I often share the story about my mother working at a small coil factory. She was a very happy
worker. She loved her job because she got to socialize a lot. In fact, she shared that she spent as
much time talking with her friends as she did working. Happy – yes. Productive – No.
Also look at statement number 8 in the survey: “Everyone is motivated by money.” This
certainly is not true; however, common sense would seem to say it is. If we look at all the highly
paid athletics, it would seem they are motivated by money. If we stop and really analyze the
situation, we will find that money is a measure of worth and provides recognition that serves as
the real motivator for many of these athletes. Similar responses can be made for all of the other
statements. We will discuss this in greater detail in chapter 5 where the subject of motivation is
covered.
Behavior within an organization, an individual or a group is generally predictable if we know
and understand the situation. Our intuition and/or common sense may not always be right;
therefore, we must commit to doing a systematic study of each area to better predict
performance.
Organizational Behavior is defined as the study of human behavior in the workplace, the
interaction between people and the organization with the intent to understand and predict
human behavior.
What Is Organizational Behavior?
Learning Outcomes: What is Organizational Behavior?
Define organizational behavior
Explain some of the differences in organizations
Understand the need for systematic study of organizational behavior
Describe an organization
Recognize OB depends on contingencies
Overview
First, this course is presented as a survey course that provides an overview of the principles and
concepts dealing with various types of behaviors. This course provides a good foundation for
exploring various areas of individual behavior and group behavior. It is not designed to be an in
depth analysis of behavior, but rather it presents an all encompassing survey of the many areas
for consideration when trying to work with, understand, and lead others. The focus of the
chapter is to instill in the learner the need to learn how knowledge about individual, group and
organizational behavior will enhance their ability to lead and interact with other people. Human
Behavior in Organizations is about people and using interpersonal or people skills when
interacting with others. It is also a foundational course for leadership in as much as interpersonal
skills and knowledge will better prepare people for their leadership roles as they move through
their career.
At this point, have the students generate a list of topics or works that might come to mind when
one hears the words “organizational behavior, interpersonal skills or people skills.” Capture the
list and display it on an overheard or chalkboard.
Topics may include:
Motivation
Leadership
Communications
Culture influences
Diversity
Values and belief
Networking
Teams
Group dynamics
Power
Stress
Handling conflict
Understanding personality
Empowerment
Total quality management
Reengineering
Ethics
, and many more
Make a note that these are the topics we will be covering over the course of this study in
individual, group and organizational behavior. It is for this reason we need to study human and
organizational behavior in a systematic manner. It is not just common sense or intuition.
Research has found that the biggest reason for failure of managers in a survey of six Fortune 500
companies is “poor interpersonal skills.” The inability to understand and use good behavioral
skills in leading others means poor leadership and poor results. For most of the topics listed
above, people have an opinion of what is good or bad, what works or does not work and what are
the common sense solutions to problems. Some may refer to this as simple intuition that has
been learned over years of experience; however, it may not always be right. In order to improve
on the decisions, we need to evaluate the situation and the people in a systematic manner.
Work the following survey to demonstrate the need to study organizational behavior in order to
make better decisions in working with others. Read the questions aloud and ask for a show of
hands for each response. Initially, most of the students will indicate they believe each statement
is true.
Consider the following statements and answer as either True or False.
Answer as either (T) or False (F).
1. _____ Happy workers are productive workers.
2. _____ All individuals are most productive when their boss is friendly, trusting, and
approachable.
3. _____ The best leaders are those who exhibit consistent behavior regardless of the
situations they face.
4. _____ Interviews are effective selection devices for separating job applicants who would
be high-performing employees from those who would be low performers.
5. _____ Everyone wants a challenging job.
6. _____ You have to scare people a little to get them to do their jobs.
7. _____ Because specific goals intimidate people, individuals work harder when asked just
to do their best.
8. _____ Everyone is motivated by money.
9. _____ Most people are much more concerned with the size of their own salaries than
with others’ salaries.
, 10. _____ The most effective work groups are devoid of conflict.
Normally two-thirds to three-fourths of the class will raise their hands for statement number one
indicating they believe it to be true. As you work down through these statements, the number of
hands raised will decrease; however, you will always have a few that will identify the statement
as being true. In actuality, each statement is false. The point of this exercise is to demonstrate a
more systematic analysis would have yielded more accurate responses.
Refer back to question number one and then show them the following article from the Wall
Street Journal dated 1997.
“Unhappy people do better at work.” By Associated Press.
OSLO, Norway – Feeling sad, blue, down in the dumps? The
boss might like to know this. A new study indicates unhappy
people do better work that a cheerful ones.
“We were surprised by the result. We expected the opposite,”
said Geir Kaufmann, a professor of psychology at the Norwegian
College of Business in Oslo.
He said cheerful test subjects overestimated their own ability,
underestimated the complexity of problems presented to them and
tended to opt for answers that seemed easy or obvious.
The glum were less confident, looked deeper, and found far
more creative solutions.
I often share the story about my mother working at a small coil factory. She was a very happy
worker. She loved her job because she got to socialize a lot. In fact, she shared that she spent as
much time talking with her friends as she did working. Happy – yes. Productive – No.
Also look at statement number 8 in the survey: “Everyone is motivated by money.” This
certainly is not true; however, common sense would seem to say it is. If we look at all the highly
paid athletics, it would seem they are motivated by money. If we stop and really analyze the
situation, we will find that money is a measure of worth and provides recognition that serves as
the real motivator for many of these athletes. Similar responses can be made for all of the other
statements. We will discuss this in greater detail in chapter 5 where the subject of motivation is
covered.
Behavior within an organization, an individual or a group is generally predictable if we know
and understand the situation. Our intuition and/or common sense may not always be right;
therefore, we must commit to doing a systematic study of each area to better predict
performance.
Organizational Behavior is defined as the study of human behavior in the workplace, the
interaction between people and the organization with the intent to understand and predict
human behavior.
