Coming Attractions: Developing An OB Model

 

Coming Attractions: Developing An OB Model

  1. 1.6 Compare the three levels of analysis in this text’s OB model.

We conclude this chapter by presenting a general model that defines the field of OB and stakes out its parameters, concepts, and relationships. By studying the model, you will have a good picture of how the topics in this text can inform your approach to management issues and opportunities.

Overview

A model is an abstraction of reality, a simplified representation of some real-world phenomenon. Exhibit 1-3 presents the skeleton of our OB model. It proposes three types of variables (inputs, processes, and outcomes) at three levels of analysis (individual, group, and organizational). In the chapters to follow, we proceed from the individual level (Chapters 2 through 8) to group behavior (Chapters 9 through 14) to the organizational system (Chapters 15 through 17). The model illustrates that inputs lead to processes, which lead to outcomes; we discuss interrelationships at each level of analysis. Notice that the model also shows that outcomes can influence inputs in the future, which highlights the broad-reaching effect OB initiatives can have on an organization’s future.

Exhibit 1-3

A Basic OB Model

The figure titled as ‘A Basic OB Model’, depicts the skeleton of the Organizational Behavior model. It shows three types of variables—Inputs, Processes and Outcomes— at three levels of analysis—Individual, Group and Organization. Each of these analyses are further broken down into their salient features.The first text box on the left is titled with the variable name ‘Input’. The analyses and their features in this box are as follows:Individual Level :-• Diversity• Personality• ValuesGroup Level :-• Group structure• Group roles• Team responsibilitiesOrganizational Level :-• Structure• CultureThe Input variable points to the next text box on the right, labeled as ‘Processes’. The analyses and their features are listed as follows:Individual Level :-• Emotions and moods• Motivation• Perception• Decision makingGroup Level :-• Communication• Leadership• Power and politics• Conflict and negotiationOrganizational Level :-• Human resource management• Change practicesThe Process variable further points to the last text box on the right, titled as ‘Outcomes’. The analyses and their features are as follows:Individual Level :-• Attitudes and stress• Task performance• Citizenship behavior• Withdrawal behaviorGroup Level :-• Group cohesion• Group functioningOrganizational Level :-• Productivity• SurvivalA long curved arrow points from the ‘Outcome’ box back to the ‘Input’ box.

 


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