Post on 21-Oct-2014
description
1-1 ©2005 Prentice Hall
Chapter 11Introduction to Introduction to Organizational Organizational
BehaviorBehavior
1-2 ©2005 Prentice Hall
Chapter Objectives
Define organizational behavior and explain how and why it determines the effectiveness of an organization
Appreciate why the study of organizational behavior improves a person’s ability to understand and respond to events that take place in a work setting
Differentiate between the three levels at which organizational behavior is examined
1-3 ©2005 Prentice Hall
Chapter Objectives
Appreciate the way changes in an organization’s external environment continually create challenges for organizational behavior
Describe the four main kinds of forces in the environment that post the most opportunities and problems for organizations today
1-4 ©2005 Prentice Hall
IKEA’s Global Approach to OB
IKEA strives to increase employees’ skills and knowledge
IKEA provides employees with rewards that encourage high performance
IKEA encourages employee commitment and cooperation
1-5 ©2005 Prentice Hall
What is an Organization?
An organization is a collection of people who work together to achieve individual and organizational goals– Individual goals– Organizational goals
1-6 ©2005 Prentice Hall
What is Organizational Behavior?
Organizational behavior (OB): the study of factors that have an impact on how people and groups act, think, feel, and respond to work and organizations, and how organizations respond to their environments
1-7 ©2005 Prentice Hall
Insert Figure 1.1 here
Figure 1.1 What is Organizational Behavior?
1-8 ©2005 Prentice Hall
Figure 1.2 Levels of Analysis
Group Level
Individual Level
Organizational Level
1-9 ©2005 Prentice Hall
Figure 1.3 Components of Organizational Behavior
Understanding organizational behavior
requires studying
Part One Individuals in Organizations
Part Two Group and Team Processes
Part Three Organizational Processes
1-10 ©2005 Prentice Hall
What is Management?
Management is the process of planning, organizing, leading, and controlling an organization’s human, financial, material, and other resources to increase its effectiveness
1-11 ©2005 Prentice Hall
Figure 1.4 Four Functions of Management
PlanningDecide on organizational goals
and allocate and use resources to
achieve those goals
OrganizingEstablish the rules and
reporting relationships thatallow people to
achieve organizational goals
ControllingEvaluate how well the
organization is achieving goals and take action to
maintain, improve, and correctperformance
LeadingEncourage and coordinate
individuals and groups so that they work
toward organizational goals
1-12 ©2005 Prentice Hall
Table 1.1: Mintzberg’s Managerial Roles
Figurehead Liaison Disseminator Entrepreneur Resource allocator
Leader Monitor Spokesperson Disturbance
handler Negotiator
1-13 ©2005 Prentice Hall
Managerial Skills
Conceptual Skills Technical Skills
Human Skills
1-14 ©2005 Prentice Hall
Figure 1.5 An Open Systems View of Organizational Behavior
1-15 ©2005 Prentice Hall
Challenges for Organizational Behavior
1: Changing Social/ Cultural Environment 2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment Relationships
1-16 ©2005 Prentice Hall
Changing Social and Cultural Environment
National culture Organizational ethics and well-being Diverse work force
1-17 ©2005 Prentice Hall
Diversity Challenges
Fairness and Justice Decision-Making and Performance Flexibility
1-18 ©2005 Prentice Hall
Figure 1.6 Diversity
1-19 ©2005 Prentice Hall
Evolving Global Environment
Understanding Global Differences
Improve Organization’s Behaviors and Procedures in Response to Those Differences
1-20 ©2005 Prentice Hall
Advancing Information Technology
Information Knowledge Information Technology Organizational Learning Intranets Creativity Innovation
1-21 ©2005 Prentice Hall
Shifting Work/ Employment Relationships
Downsizing Empowerment and Self-Managed Teams Contingent Workers Outsourcing
1-22 ©2005 Prentice Hall
Appendix 1A: A Short History of Organizational Behavior
F.W. Taylor and Scientific Management Mary Parker Follett Hawthorne Studies Theory X and Y
1-23 ©2005 Prentice Hall
F.W. Taylor and Scientific Management
Scientific management: the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency
The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor
1-24 ©2005 Prentice Hall
Four Principles of Scientific Management
1. Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed
2. Codify the new methods of performing tasks into written rules and standard operating procedures
1-25 ©2005 Prentice Hall
Four Principles of Scientific Management_2
3. Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures
4. Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level
1-26 ©2005 Prentice Hall
Mary Parker Follett
Management must consider the human side Employees should be involved in job
analysis Person with the knowledge should be in
control of the work process regardless of position
Cross-functioning teams used to accomplish projects
1-27 ©2005 Prentice Hall
The Hawthorne Studies
Hawthorne Works of the Western Electric Company; 1924-1932
Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting)
Found that productivity increased regardless of whether illumination was raised or lowered
1-28 ©2005 Prentice Hall
The Hawthorne Studies_2
Factors influencing behavior:– Attention from researchers– Manager’s leadership approach– Work group norms
The “Hawthorne Effect”
1-29 ©2005 Prentice Hall
Douglas McGregor: Theory X and Theory Y
Theory X Average employee is lazy,
dislikes work, and will try to do as little as possible
Manager’s task is to supervise closely and control employees through reward and punishment
Theory Y Employees will do what is
good for the organization when committed
Manager’s task is create a work setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative