Chapter One

The Essence of OB?

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-1

 Evolution of OB
• OB was evolved through different approaches initiated by

different theorists.
• The great Greek philosopher PLATO had wrote about the “importance of
Leadership’’
• Great philosopher Aristotle had addressed the topic Persuasive Communication

• In 500 B.C Chinese philosopher Confucius had started Emphasizing ethics and
leadership
• In 1776, Adam smith, economist in his book “Wealth of Nations” he
propounded new form of organizational structure based on Division of labour
and Work specialization

By Kenenisa L (PhD, Associate

May 6, 2024 1-2
Professor)
• Robert Owen: is an important name in the history of OB
because he was one of the first industrialists who argued
for :
• Regulated hours of work for all workers

• Child labour laws

• Public education

• Company supplied meals at work

• Business involvement in community projects.

By Kenenisa L (PhD, Associate

May 6, 2024 1-3
Professor)
• German Sociologist, Max Weber developed “a theory of
authority structures and described organizational activity
based on authority structures.

• Soon after Max Weber, F W Taylor introduced a

“systematic use of goal setting and rewards to motivate
employees” and also defining clear guidelines for
improving production efficiency by his one of the paper
called “The Principles of Scientific Management

By Kenenisa L (PhD, Associate

May 6, 2024 1-4
Professor)
• Henry Fayol, Real father of modern Management defined the universal

functions that all managers perform and the principles (14 principles of

Management) that constitute good management practices.

• In the late 1950’s people like

• Abraham Maslow ( Maslow's hierarchy of needs )

• Douglas McGregor (Human side of the Enterprise, Theory X and Y)

• David McCellenad (motivation Need Theory, new scoring systems for

the Thematic Apperception Test (TAT) and its descendants)

By Kenenisa L (PhD, Associate

May 6, 2024 1-5
Professor)
• Fred Fiedler (Introduced the contingency modelling of
leadership, Fiedler contingency model),

• Frederick Irving Herzberg (job enrichment,

the Motivator-Hygiene theory),

• Sigmund Freud (psychoanalysis, a clinical method for

treating psychopathology) and

• other behavioural scientists propounded many theories on

employee behaviour.

By Kenenisa L (PhD, Associate

May 6, 2024 1-6
Professor)
 Organization behaviour is formed combining two difference terms;
Organization and Behaviour, which, have their own concepts.

• Organization: A consciously coordinated social/business unit, composed

of two or more people, that functions on a relatively continuous basis to
achieve a common goal or set of goals.
• Organizations are found in all walks of life.
• Government offices
• banks
• Schools including colleges and Universities
• Hospital, Factories, Shops, Institutes
• political parties and so on.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-7

 Need for Organization
We need organization to execute the management function. Study of organization has to be

made necessarily for following reasons:

[Link] provides an ideal setting for the study of human behaviour. The study of organization

leads to discoveries that are vital for the continued well-being of the institutes particularly and

the society in general.

[Link] of organization helps managers to effectively know various things such as;

how to run the organization and protect the environment needs, how to motivate organizational

subordinates, how to manage conflicts, how to introduce behavioural changes and so on.

[Link] pervade in all the important phases of man’s life. A man is born in
organizations (hospitals, clinics etc.); he is educated in organizations (schools, colleges etc.),

and works in organization (factories, office etc.).

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-8

What is Behavior ?
• Behavior is the way in which an animal or person
responds to a situation;
• Behavior refers to

– What people do in the organization,

– What their attitudes are,

– How they perform.

• Until the late 1980s, business school curricula emphasized the
technical aspects of management, focusing on economics,
accounting, finance, and quantitative techniques.
• Course work in human behaviour and people skills received
relatively less attention.
• Over the past three decades, however, business faculty have come
to realize the role that understanding human behaviour plays in
determining a manager’s effectiveness, and required courses on
people skills have been added to many curricula.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-10

What Managers Do?
• Manager: An individual who achieves goals
through and with other people.
• Entails management Functions
• Managers plan, organize, direct, and control
resources to achieve specific goals.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-11

 Management Functions

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-12

 Managerial Roles

• Mintzberg discovered ten managerial

roles-set of behaviors
• All managers are expected to perform
the following roles

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-13

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-14
May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-15
 Why a review of the Managerial functions, roles,
and skills, are needed in studying OB?

• Because each recognizes the paramount

importance of managing
Individual behaviour,
Group behaviour, and
The behaviour of an organization in general

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-16

 What is organizational Behavior?
• There are various definitions for OB
• Stephen P Robbins define OB as “Organisational behaviour is a
field of study that investigates the impact that individuals, groups
and structure have on behaviours within the organizations for the
purpose of applying such knowledge towards improving an
organizations effectiveness”
• According to Fred Luthans - “Organisational behaviour is directly
concerned with the understanding production and control of
human behaviour in organization”.
By Kenenisa L (PhD, Associate
May 6, 2024 1-17
Professor)
• According to Raman J Aldag - “Organisational behaviour is a
branch of the social sciences that seeks to build theories that can be
applied to predicting, understanding and controlling behaviour in
work organizations”.
• By analysing the above definitions, we can define OB as a
behavioural Science that states about :
• Nature of Man

• Nature of the Organization

• Knowledge of human would be useful in improving an

organization’s effectiveness.
By Kenenisa L (PhD, Associate
May 6, 2024 1-18
Professor)
Is OB a field of study?
Ob is a distinct field of study, not a discipline or even an emergent
discipline.
A discipline is an accepted science with a theoretical foundation that
serve as a base for research and analysis.
OB because of its broad base recent emergence and interdisciplinary
orientation, it is not an accepted science.

What does it study?

It studies three determinants of behaviour in organizations:

individuals, groups, and organizational system

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-19

• To sum up the definition, OB is the
study of what people do in an
organization and how their
behaviour affects the
organization’s performance.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-20

 The Behaviours that affect performance
• Employment-related concerns such as:
 Preference of jobs…
 Attitude and stress…
 Satisfaction……
Ob what behaviour does OB Emphasis?
 Withdrawal……
 Pretending…….
 Deviant workplace Behaviour (DWB), a voluntary behaviour, violates
significant organizational norms and, in so doing, is perceived as
threatening to the well-being of the organization or its members
 Aggressive ….Bullying, harassment, showing dishonest

 Unproductive…..waste time, late for work,

 Others …..Abusive of property, Company Politics. E.g False rumours

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-21

 Organizational Citizenship Behavior (OCB) is a term that's used
to describe all the positive and constructive employee actions and
behaviors that aren't part of their formal job description…
 Altruism-helping
Altruism co-workers,
 Courtesy-polite,
Courtesy preventing problems
 Sportsmanship – good looser , compromise self interest

 Conscientiousness- self control, compliance

 Civic Virtue- how we feel and talk about our company to friends, constructive
involvement

 Group Cohesion and functioning

 Productivity ……….

 Human performance, and management

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-22

• OB also includes the core topics of
motivation,
On what behaviour does OB emphasis?
leadership,
communication,
group structure and processes,
learning,
 perception,
change processes,
conflict,

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-23

 Foundations of OB
The subject OB is based on a few fundamental concepts which are explained below

By Kenenisa L (PhD, Associate

May 6, 2024 1-24
Professor)
 Individual Differences
• Each person is different from one to another in intelligence,
physique, personality, diction, or any such trait.
• Management can cause the greatest motivation among employees by
treating them differently.
• Setting standard, across-the-board is difficult because of individual
difference.
• It is because of individual differences that OB begins with the
individual.
• Only a person can take responsibility and make decisions, a group,
by nature, cannot do so.
• A group is powerless until individuals therein act

By Kenenisa L (PhD, Associate

May 6, 2024 1-25
Professor)
A whole Person
• When an individual is appointed, his or her skill alone is not hired,
his/her social background, likes and dislikes, pride and prejudices
are also hired.
• A person’s family life cannot be separated from his or her work life.
• It is for this reason that managers should endeavour to make the
workplace a home away from home.
• They not only strive hard to develop a better employee out of a
worker, but also a better person in terms of growth and fulfilment.

By Kenenisa L (PhD, Associate

May 6, 2024 1-26
Professor)
 Caused Behaviour
• The behaviour of the employee is caused and not random.

• This behaviour is directed towards some one that the

employee believes, rightly or wrongly, is in his/her interest.
• The manger must realize this basic principle and correct this
behaviour and tackle the issue as its root.

• For ex: when a worker comes late to his or her

work, there is a cause behind it

By Kenenisa L (PhD, Associate

May 6, 2024 1-27
Professor)
 Human Dignity
• This states that people want to be treated with respect and dignity.

• Every job, however simple, entitles the people who do it to proper

respect and recognition of their unique aspirations and abilities.
• The concept of human dignity rejects the old idea of using
employees as economic tools.
• Organizational behaviour always involves people, ethical philosophy
is involved in one way or other in each action.

By Kenenisa L (PhD, Associate

May 6, 2024 1-28
Professor)
Organizations are Social systems
• Organizations are social systems; consequently activities
therein are governed by social as well as psychological
laws.
• The people also have social roles and status.

• Their behaviour is influenced by their group as well as by

their individual drives.

By Kenenisa L (PhD, Associate

May 6, 2024 1-29
Professor)
Mutuality of Interest
• Organizations are formed and maintained on the basis of
mutuality of interest among their participants i.e.
organizations need people and people also need
organizations.
• People see organizations as a means to help them reach
their goals, while, at the same time, organizations need
people to help attain Organizational objectives.

By Kenenisa L (PhD, Associate

May 6, 2024 1-30
Professor)
 Holistic Concept
• This concept interprets people-organization relationships
in terms of the whole person, whole group, whole
organization, and the whole social system.
• It takes an all-encompassing view of people in
organizations in an effort to understand as many of the
possible factors that influence their behaviour

By Kenenisa L (PhD, Associate

May 6, 2024 1-31
Professor)
 How managers predict the mentioned behavior?

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-32

 How----

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-33

How cont’d…..

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-34

 How----
Evidence-Based Management (EBM)

• Is an outgrowth of systematic study…

• Complements systematic study by basing managerial decisions on the best
available scientific evidence.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-35

What to do?
• Should we throw our intuition out the window?
• Is research always right? Not time taking?
• Should Managers use all three approaches?
The trick is to know when to go with your gut. – Jack Welsh (an American
business executive, chemical engineer and writer, x-General Motor
Manager who received $ 417 M severance).
– Intuition is often based on inaccurate information
– Faddism is prevalent in management
– Systematic study can be time consuming
 Use evidence as much as possible to inform your intuition and experience.

 That is the promise of OB.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-36

Three Units of Analysis in OB

• Generally, OB provides a set of tools that allow:

– people to understand, analyze, and describe behavior

in organizations; and
– managers to improve, enhance, or change work
behaviors so that individuals, groups, and the whole
organization can achieve their goals.
• The Three Level of analysis in OB include
• The individual
• Group behavior and
• Organization structure and job design.
I. The Individual
– In order to understand organizations, it is necessary to understand people,
particularly from the perspective of individual organizational member.
– Much of what we know about individuals is drawn from the discipline of
psychology.
of motivation and satisfaction are explored to assist in understanding the behavior and performance of individual organizational members.

Our thinking, feeling and behaving (personality) affects our perception and motivation.
Learning, motivation and perception affects our decision making
• Perception: It is concerned with giving meaning to stimulus. The
perception of an individual is based on what reality is not, what
reality exists.
• Learning: It refers to permanent change in behaviour that occurs as
a result of information and experience.
• Motivation: It is stimulation of energies with intensity, direction
and persistence of efforts to achieve goals.
• Decision Making: It is related to selecting the best alternative
among the available alternatives.

By Kenenisa L (PhD, Associate

May 6, 2024 1-40
Professor)
II. Group Behavior
– A second level of analysis focus upon the interactions
of people as they work in committees, teams, groups,
units, or departments.
• How do people work together in groups?

• What factors determine whether a group will be cohesive and

productive, as opposed to fragmented and unproductive?
• How does leadership influence group members and their
ability to work together cooperatively and productively?
in particular on theories from social psychology.
Communication: It is transmission of information and
understanding for meaningful purpose.
Leadership: It is the ability to influence a group towards
achievement of goals.
Power and Politics: It refers to the capacity of influencing the
behavior of others.
Conflict: It consist of all kinds of opposition
and antagonistic interaction between different individuals.
Team work: It is directed for synergistic effect.

By Kenenisa L (PhD, Associate

May 6, 2024 1-43
Professor)
III. Organizational Structure and Job Design
•The 3rd level of analysis has to do with the way
organizations are formally structured and in which jobs
are designed.
•Concern at this level of analysis is with the relationship
between organization & its environment..
HR Policies and Practices: It is concerned with management, practices of job design,
analysis, recruitment, selection, socialization, training, development, performance appraisal.
Organizational Development: It is the process of managing planned change through
behavioral intervention.
Contributing Disciplines to OB

•OB is interdisciplinary in nature as

it is an applied behavioral science

•The theory in OB relies on

contributions from multiple
behavioral disciplines

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-46

Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals .
•Unit of Analysis
• Individual
•Contributions to OB
Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction
Individual decision making, performance appraisal,
attitude measurement
Employee selection, work design, and work stress

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-47

Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another.
•Unit of Analysis:
• Group
•Contributions to OB:
 Behavioral change
 Attitude change
 Communication
 Group processes
 Group decision making
 Power
 Conflict
May 6, 2024 1-48
By Kenenisa L (PhD, Associate Professor)
Sociology
The study of people in relation to their social environment
or culture. It looks more at how a group operates within an
organizational system
Unit of Analysis:

1. Group
2. organizational system
Contributions to OB:
 Group dynamics  Formal organization theory
 Work teams  Organizational technology
 Communication  Organizational change
 Power  Organizational culture
 Conflict
 Intergroup behavior

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-49

Anthropology
The study of societies to learn about human beings and their
activities. They help us understand the differences between
different groups in terms of their values, attitudes, and behaviors.

Unit of Analysis:
Organizational System Group

– Comparative values
Contributions to OB: – Comparative attitudes
– Organizational culture – Cross-cultural analysis
– Organizational environment

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-50

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-51
Saying: God gave all the easy
problems to the physicists.”
• Do you agree?
•What does it mean?

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-52

 Few Absolutes in OB( characteristics )
• As a noted behavioural researcher observed, “God gave all the easy
problems to the physicists.” due to the fact that Laws in the
physical sciences—chemistry, astronomy, physics—are consistent
and apply in a wide range of situations.
• No, or few, if any, universally and consistently applied principles in
a wide range of situations to OB

Why?
Next slide

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-53

 Absolute in OB

 human behaviour is complex and we are not a like, our ability

to make it simple, accurate, and generalizations is limited
Justification
 two people often act very differently in the same situation.
 the same person’s behaviour changes in different situations
 No straight foreword cause-and effect relationship

Notification
• This doesn't mean that we can’t offer reasonably accurate and valid description of human
behaviour. It does mean that OB concepts must reflect situational variables

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-54

Few Absolutes in OB----
To make reasonably accurate decisions on behavior, we must
always take into account Situational factors that can change the
relationship between two variables—e.g., the relationship may
hold for one condition but not another.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-55

 By Kenenisa L (PhD, Associate
May 6, 2024 1-56
Professor)
 By Kenenisa L (PhD, Associate
May 6, 2024 1-57
Professor)
Challenges and Opportunities for OB
Today’s challenges bring opportunities for managers to use OB concepts.
The challenges can be:
• Economic Pressures
• Globalization
• Workforce Diversity
• Increasing Customer Service choices
• Increasing Skills requirements
• The demand for Innovation and Change

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-58

Challenges and Opportunities for OB

“Temporariness”

 The demand for Networked Organizations

 Employees Balance Work-Life Conflicts

Demanding a Positive Work Environment

Demanding Ethical Behavior

Responding to these challenges become opportunities for

OB to grow as applied field of study

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-59

 1. Responding to Economic Pressures

1. When the economy is in good times

– Anybody can run a company, because the difference between good and bad
management reflects the difference between making a lot of money and making a lot
for money
– The OB approaches is understanding how to reward, satisfy, and retain employees
is at a premium.

2. When an economy plunge into a deep and prolonged recession,

 Resources are highly constrained
 Layoffs and job losses are widespread,
 the survived are often asked to accept pay cuts

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-60

 Responding to Economic Pressures---
• The difference between good and bad management can be the difference
between profit and loss or, ultimately, between survival and failure.
• What do managers do during difficult economic times?
 firing employees
 motivating employees to do more with less
 working through the stressed employees who are worrying about their
future
– OB focuses on issues such as stress management, decision making,
and coping come to the fore

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-61

2. Responding to Globalization

• Organizations now exist in an environment with no national

borders. As a result, the manager’s job has changed.
a. Increased foreign assignments
 transferred to your employer’s operating division or
subsidiary in another country
 Managers face a workforce very different in needs, aspirations,
and attitudes from those you are used to back home
b. Working with people from different cultures
• We need to understand how their culture, geography, and
religion have shaped them and how to adapt your
management style to their differences.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-62

 Responding to Globalization----

c. Overseeing Movements of jobs to countries with low-cost

labour
• In global economy, jobs tend to flow where lower costs
give businesses a comparative advantage
 Labor groups, politicians, and local community leaders see
the exporting of jobs as undermining the job market at home.
 Managers face the difficult task of balancing the
interests of their organization with their responsibilities
to the communities in which they operate

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-63

Protesters against shifting Nokia mobile phone production from
Germany to Romania resulting in the loss of 2,300 jobs

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-64

 3. Managing Workforce Diversity

•Workforce diversity addresses differences among people within

given countries
•The people in organizations are becoming more heterogeneous
demographically-race, religion, gender, age, disability, etc
1. How can we leverage differences within groups for competitive
advantage?
• Should we treat all employees alike?
• Should we recognize individual and cultural differences?

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-65

4. Improving Customer Service

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-66

 Improving Customer Service----
• Many organizations has failed because its employees failed to please
customers.
• Management needs to create a customer-responsive culture.

• OB can provide considerable guidance in helping managers create such

cultures in which employees are friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs, and willing to do
what’s necessary to please the customer.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-67

 5. Coping with “Temporariness”
• Globalization, expanded capacity, and advances in technology have
required organizations to be change responsive if they are to survive.
 workers’ knowledge and skills are changing as per the new job requirements

 Works required temporary work groups, with members from different

departments, and the increased use of employee rotation

• The study of OB can help us better understand a work world of continual

change, overcome resistance to change, and create an organizational
culture that thrives on change.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-68

 6. Helping Employees Balance Work–Life Conflicts

How do work–life conflicts come about?

• First, the creation of global organizations means the world never
sleeps.
 At any time on any day, thousands of employees are working
somewhere. The need to consult with colleagues or customers “on
call” 24 hours a day.

• Second, communication technology allows many technical and

professional employees to do their work at home, in their cars,
etc

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-69

 Balance Work–Life Conflicts----
• Third, organizations are asking employees to put in
longer hours.
• Finally, increasing family responsibility among dual
carrier married couples .

Employees want jobs that give them flexibility in

their work schedules so they can better manage
work–life conflicts.
• The field of OB offers a number of suggestions to
guide managers in designing workplaces and jobs
that can help employees deal with work–life
conflicts.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-70

 Developing an OB Model
• It proposes three types of variables (inputs,
processes, and outcomes) at three levels of analysis
(individual, group, and organizational)

• The model proceeds from left to right, with inputs

leading to processes and processes leading to
outcomes.

• Notice that the model also shows that outcomes can

influence inputs in the future.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-71

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-72
 Developing an OB Model-----
Inputs
• These variables set the stage for what will occur in
an organization later
• Many are determined in advance of the
employment relationship.
For example, individual diversity characteristics,
personality, and values are shaped by a
combination of an individual’s genetic inheritance
and childhood environment.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-73

 Developing an OB Model-------

• Group structure, roles, and team

responsibilities are typically assigned
immediately before or after a group is formed.

• Organizational structure and culture are

usually the result of years of development and
change as the organization adapts to its
environment and builds up customs and
norms.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-74

 Developing an OB Model

Processes
• Processes are actions that individuals, groups, and
organizations engage in as a result of inputs and that
lead to certain outcomes.
 At the individual level, processes include emotions and
moods, motivation, perception, and decision making.
 At the group level, they include communication,
leadership, power and politics, and conflict and
negotiation
 At the organizational level, processes include human
resource management and change practices.
May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-75
 Developing an OB Model----

Outcomes( dependent variables)

• Outcomes are the key variables that you want to
explain or predict, and that are affected by some
other variables.
• They indicate the primary outcomes in OB
Individual level Outcome variables
1. Attitudes and Stress
• Employee attitudes are the evaluations employees make, ranging
from positive to negative, about objects, people, or events.
For example, the statement, “I really think my job is great,” is a
positive job attitude, and “My job is boring and tedious” is a
negative job attitude..

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-76

 Developing an OB Model----
Employee stress is an unpleasant psychological
condition that
occurs in response to environmental pressures

2. Task Performance
• The combination of effectiveness and efficiency at doing your core job
tasks .
For example,
• The task performance factory worker could be measured by the number and
quality of products produced in an hour.
• The task performance of a teacher would be the level of education that
students obtain

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-77

 Developing an OB Model----
3. Citizenship Behaviour
The discretionary behaviour that is not part of an
employee’s formal job requirements(not in their job
description), and that contributes to the psychological and
social environment of the workplace.
• Successful organizations need employees who will do
more than their usual job duties—who will provide
performance beyond expectations
• employees who engage in “good citizenship” behaviors
help others on their team, volunteer for extra work, avoid
unnecessary conflicts, etc

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-78

 Developing an OB Model----
4. Withdrawal Behaviour
• is the set of actions that employees take to
separate themselves from the organization.
 There are many forms of withdrawal, ranging
from showing up late or failing to attend
meetings to absenteeism and turnover.
• Employee withdrawal can have a very negative
effect on an organization
• So why do employees withdraw from work? Need
to be answered here

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-79

 Developing an OB Model----
Group Level Outcome Variables
1. Group Cohesion
• is the extent to which members of a group
support and validate one another at work. In
other words, a cohesive group is one that sticks
together.

2. Group Functioning
• refers to the quantity and quality of a group’s
work output.

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-80

 Developing an OB Model----
Organizational level Outcome
variables
1. Productivity
Transforming inputs to outputs at lowest cost.
Includes the concepts of effectiveness
(achievement of goals) and efficiency (meeting
goals at a low cost).
• Popular measures of organizational efficiency
include return on investment, profit per dollar
of sales, and output per hour of labor.
May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-81
 Developing an OB Model----
2. Survival
• Which is simply evidence that the organization is able
to exist or grow over the long term.
• The survival of an organization depends not just on
how productive the organization is, but also on how
well it fits with its environment
 perceiving the market successfully,
 making good decisions about how and when to
pursue opportunities,
 engaging in successful change management
May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-82
 • End of Ch 1

May 6, 2024 By Kenenisa L (PhD, Associate Professor) 1-83