Type:
Instructor Manual and Solution Manual
Organizational Behavior Resource: Managing People and Organizations Edition:
13th Edition
Author(s):
Ricky Griffin Jean Phillips Stanley Gully
Chapter One An Overview of Organizational Behavior
Chapter Overview .......................................................................................................... 2 Learning Outcomes....................................................................................................... 3 Real-World Challenge: Managing Growth at Google ................................................. 3 Chapter Outline ............................................................................................................. 4 I.
WHAT IS ORGANIZATIONAL BEHAVIOR? ........................................................ 4
II.
THE MANAGERIAL CONTEXT OF ORGANIZATIONAL BEHAVIOR ............. 6
III.
THE STRATEGIC CONTEXT OF ORGANIZATIONAL BEHAVIOR ................. 7
IV.
CONTEXTUAL PERSPECTIVES ON ORGANIZATIONAL BEHAVIOR ........... 9
V.
MANAGING FOR EFFECTIVENESS .............................................................. 10
VI.
THE FRAMEWORK OF THE BOOK ............................................................... 13
Summary and Application .......................................................................................... 13 Discussion Questions................................................................................................. 14 Understand Yourself Exercise—Global Mindset ...................................................... 15 Group Exercise—Managing A Successful Restaurant ............................................ 15 Video Exercises ........................................................................................................... 16
Chapter Overview Managers strive to make their organizations as effective and successful as possible. To do this, they rely on assets such as financial reserves and earnings, technology and equipment, raw materials, information, and operating systems and processes. At the center of everything are the employees who work for the organization. It is usually their talent, effort, skill, and ability that differentiate effective from less effective organizations. It is critical, then, that managers understand how the behaviors of their employees impact organizational effectiveness. In general, managers work to enhance employee performance behaviors, commitment and engagement, and citizenship behaviors and to minimize various dysfunctional behaviors. A number of environmental, individual, group and team, leadership, and organizational characteristics can make the managers’ work easier or more difficult, depending on how well they understand organizational behavior. This model will be more fully developed in Chapter 1 and will serve as a roadmap for your study of organizational behavior throughout this book. Regardless of their size, scope, or location, all organizations have at least one thing in common—they are comprised of people. It is these people who make decisions about the strategic direction of a firm, it is they who acquire the resources the firm uses to create new products, and it is they who sell those
products. No matter how effective a manager might be, all organizational successes—and failures—are the result of the behaviors of many people. Indeed, no manager can succeed without the assistance of others. This book is about those people. It is also about the organization itself and the managers who operate it. Together, the study of organizations and the study of the people who work in them constitute the field of organizational behavior. Our starting point in exploring this field begins with a more detailed discussion of its meaning and its importance to employees, business owners, and managers. The primary purpose of this chapter is to introduce the field of organizational behavior. The chapter begins by defining organizational behavior as the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. The four functions that make up the manager’s job—planning, organizing, leading, and controlling—are discussed. Then the chapter explores the various skills—technical, interpersonal, conceptual, and diagnostic—managers must apply in organizations. The chapter then discusses human resource management. The strategic context of organizational behavior is discussed, including maintaining a competitive advantage, sources of competitive advantage, and types of business strategies. The next section provides some historical context on organizational behavior, looking at scientific management, the Hawthorne effect, and the human relations movement. The chapter continues by defining a system and systems perspective, the situational perspective, and interactionalism. The chapter continues by examining the outcomes—individual, group and team, and organization—that are important for organizational effectiveness, including the scientific method and meta-analysis. The chapter concludes with a preview of the remaining text.
Learning Outcomes After studying this chapter, students should be able to: 1. Define organizational behavior and describe how it impacts both personal and organizational success. 2. Identify the basic management functions and essential skills that comprise the management process and relate them to organizational behavior. 3. Describe the strategic context of organizational behavior and discuss the relationships between strategy and organizational behavior. 4. Identify and describe contextual perspectives on organizational behavior. 5. Describe the role of organizational behavior in managing for effectiveness and discuss the role of research in organizational behavior. 6. Summarize the framework around which this book is organized.
Real-World Challenge: Managing Growth at Google Summary: Google’s popular search engine was created in 1998 with the goal of making the world’s information available to everyone. Google’s explosive growth needed to be closely monitored, and its employees needed to continue feeling like an important part of the team. The founders wanted to make Google an engaging place to work and set out to design the organization and its culture in a way that would appeal to its current and future employees. Real-World Challenge: What advice would you give them about the role of its people in its future success and how to set up the company to maximize employee innovation, trust, and loyalty? Real-World Response: Between 1998 and 2018, Google’s rapid growth presented tremendous challenges in integrating new employees while motivating them to be innovative, productive, and loyal to
the fast growing company. The founders believed that people thrive in and are loyal to their jobs when they feel fully supported and authentically valued. This understanding led to the development of a culture anchored by trust, transparency, and inclusion. Google is now known for offering its employees a wide variety of perks. Google regularly surveys employees about their managers, using the information to publicly recognize the best ones and give the worst managers intensive coaching and support that helps 75 percent of them improve within three months. Google also hires smart, ambitious people who share the company’s goals and vision and maintains an open culture in which employees feel comfortable sharing opinions and ideas. Google’s proactive efforts to be an engaging and inspiring place for its employees have both helped the company succeed and made it a staple on various “most desired employer” lists, including being named the #1 Best Place to Work by Fortune in 2017.
Chapter Outline I.
WHAT IS ORGANIZATIONAL BEHAVIOR? A. The Meaning of Organizational Behavior Organizational behavior (OB) is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. All three are ultimately necessary for a comprehensive understanding of OB. OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior. Figure 1.1 illustrates this view of OB. B. How Organizational Behavior Impacts Personal Success The core of OB is being effective at work. Since most people reading this book are either present or future managers, we take a managerial perspective of the field. Using your knowledge of OB can help you to succeed faster in any organization or career. The study of OB can greatly clarify the factors that affect how managers manage. Hence, the field attempts to describe the complex human context of organizations and to define the opportunities, problems, challenges, and issues associated with that realm. C. How Organizational Behavior Impacts Organizational Success Organizations as a whole also benefit from OB. By appropriately applying OB knowledge about individuals, groups, and the effect of organizational structure on worker behavior, the conditions can be created that make organizations most effective. OB also helps companies perform well. In addition to financial performance and job satisfaction, OB also influences absenteeism and turnover. Reducing absenteeism and turnover can be worth millions of dollars to organizations through increased productivity and customer service and decreased staffing costs.
One central value of OB is that it isolates important aspects of the manager’s job and offers specific perspectives on the human side of management: people as organizations, people as resources, and people as people.