Leadership and OB Chap001 Slides

What Is
Organizational
Behavior?
Chapter 1
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Goals
• 1.1 What is the definition of “organizational behavior” (OB)?
• 1.2 What are the two primary outcomes in studies of OB?
• 1.3 What factors affect the two primary OB outcomes?
• 1.4 Why might firms that are good at OB tend to be more

profitable?
• 1.5 What is the role of theory in the scientific method?
• 1.6 How are correlations interpreted?
1-2
The Best of Coworkers, the Worst of
Coworkers
• A field of study devoted to

understanding, explaining,
and ultimately improving
the attitudes and behaviors
of individuals and groups in
organizations
1-3
What is Organizational Behavior?
• A field of study devoted to

understanding, explaining,
and ultimately improving
the attitudes and behaviors
of individuals and groups in
organizations
1-4
1-5
Does OB Matter?
• Do firms who do a good job managing OB

concepts become more profitable as a result?
1-6
Does OB Matter?
• Do firms who do a good job managing OB

concepts become more profitable as a result?
1-7
Does OB Matter?
• The resource-based view of

the firm
• The resource-based view
suggests that the value of
resources depends on
several factors, such as
Rare and Inimitable
1-8
Does OB Matter?
• Good people are rare, and

are hard to find
• Ask yourself what %age of
the people you’ve worked
with have been talented,
motivated, satisfied, and
good team players
1-9
Does OB Matter?
• The resource-based view

also suggests that a
resource is more valuable
when it is inimitable,
meaning that it cannot be
imitated
1-10
Does OB Matter?
1-11
So What’ s So Hard?
๏ The Rule of 1/8:
๏ “ One must bear in mind that 1/2 of organizations won’t believe the
connection between how they manage their people and the profits they
earn. 1/2 of those who do see the connection will do what many
organizations have done--try to make a single change to solve their
problems, not realizing that the effective management of people requires a
more comprehensive and systematic approach. Of the firms that make
comprehensive changes, probably only about 1/2 will persist with their
practices long enough to actually derive economic benefits.”
1-12
How Do We Know Things about OB?
• Methods of Knowing
๏ Experience
๏ Intuition
๏ Authority
๏ Science
• What are the benefits of the last one, relative to the other
three?
1-13
• Scientific method
1-14
• Theory
๏ A collection of assertions (both
verbal and symbolic) that
specify how and why variables
are related, as well as the
conditions in which they
should (and should not) be
related
1-15
Takeaways
• Organizational behavior is a field of study devoted to

understanding and explaining the attitudes and behaviors of
individuals and groups in organizations. More simply, it
focuses on why individuals and groups in organizations act the
way they do.
• The two primary outcomes in organizational behavior are job
performance and organizational commitment.
1-16
Takeaways
• A number of factors affect performance and commitment,

including individual mechanisms (job satisfaction; stress;
motivation; trust, justice, and ethics; learning and decision
making), individual characteristics (personality and cultural
values; ability), group mechanisms (team characteristics and
diversity; team processes and communication; leader power and
negotiation; leader styles and behaviors), and organizational
mechanisms (organizational structure; organizational culture).
1-17
Takeaways
• The effective management of organizational behavior can help a

company become more profitable because good people are a
valuable resource. Not only are good people rare, but they are
also hard to imitate. They create a history that cannot be bought
or copied, they make numerous small decisions that cannot be
observed by competitors, and they create socially complex
resources such as culture, teamwork, trust, and reputation.
1-18
Discussion Questions
• Assuming you possessed the right technical skills, would a job at

Patagonia be appealing to you? What would be the most
important positives associated with the position, in your view?
What would be the most important negatives?
1-19
• Think again about the worst coworker you’ve ever had—the one
who did some of the things listed in Table 1-1 . Think about what
that coworker’s boss did (or didn’t do) to try to improve his or her
behavior. What did the boss do well or poorly? What would you
have done differently, and which organizational behavior topics
would have been most relevant?
1-20
• Which of the individual mechanisms in Figure 1-1 (job

satisfaction; stress; motivation; trust, justice, and ethics; learning
and decision making) seems to drive your performance and
commitment the most? Do you think you’re unique in that regard,
or do you think most people would answer that way?
1-21
• Create a list of the most successful companies that you can think
of. What do these companies have that others don’t? Are the
things that those companies possess rare and inimitable .What
makes those things difficult to copy?
1-22

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What Is

• 1.1 What is the definition of “organizational behavior” (OB)?

• 1.2 What are the two primary outcomes in studies of OB?

• 1.3 What factors affect the two primary OB outcomes?

• 1.4 Why might firms that are good at OB tend to be more

• 1.5 What is the role of theory in the scientific method?

• 1.6 How are correlations interpreted?

• A field of study devoted to

• A field of study devoted to

• Do firms who do a good job managing OB

• Do firms who do a good job managing OB

• The resource-based view of

• Good people are rare, and

• The resource-based view

๏ The Rule of 1/8:

• Organizational behavior is a field of study devoted to

• A number of factors affect performance and commitment,

• The effective management of organizational behavior can help a

• Assuming you possessed the right technical skills, would a job at

• Which of the individual mechanisms in Figure 1-1 (job

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