© 2011 Cengage Learning. All rights reserved. Chapter 1 Organizational Behavior and Opportunity...

© 2011 Cengage Learning. All rights reserved.

Chapter 1Organizational

Behavior and Opportunity1. Define organizational behavior.

2. Identify four action steps for responding positively in times of change.

3. Identify the important system components of an organization.

4. Describe the formal and informal elements of an organization.

5. Understand the diversity of organizations in the economy.

6. Describe the opportunities that change creates for organizational behavior.

7. Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.


Learning Outcome

Define organizational behavior.

1

Clockworks or Snake pit?


Organizational Behavior

the study of individual behavior and

group dynamics in organizations


Psychosocial

BehavioralInterpersonal

Organizational Behavior: Dynamics in Organizations

OrganizationalBehavior


Organizational Variables that Affect Human Behavior

OrganizationalDesign

JobsWorkDesign

PerformanceAppraisal

OrganizationalStructure

Communication

Human Behavior


External PerspectiveUnderstand behavior in terms of external

events, environmental forces, and behavioral

consequences.

InternalPerspective

Understand behavior in terms of thoughts,

feelings, past experiences, and needs.

Explain behavior by examining individuals’

history and personal value System.

Both perspectives have produced motivational & leadership theories.

Explain behavior by examining surrounding external events and environmental forces.


Psychology the science

of human behavior

Management the study of overseeing

activities and supervising people in organizations

Anthropologythe science of the learned behavior of human beings

Medicine the applied science of healing or treating diseases to enhance

health and well-being

Engineering the applied science of energy & matter

Sociology the science

of society

Interdisciplinary Influences on Organizational

Behavior


Learning Outcome

Identify four action steps for responding positively in times of change.

2


Reactions to Change

Rigid andReactive

Open andResponsive


Learning Outcome

Identify the important system components of an organization.

3


Components of an Organization

Task – an organization’s mission, purpose, or goal for existing

People – the human resources of the organization

Structure – the manner in which an organization’s work is designed at the micro level; how departments, divisions, and the overall organization are designed at the macro level

Technology – the tools, knowledge, and/or techniques used to transform inputs into outputs

Open Systems View of Organization



Learning Outcome

Describe the formal and informal elements of an organization.

4


Formal vs. Informal Organization

Formal Organization – the official, legitimate, and most visible part of the system

Informal Organization – the unofficial and less visible part of the system

Hawthorne Studies: studies conducted during the 1920’s and

1930’s that suggested the importance of informal organizations


Formal & Informal Elements of Organizations

Formal organization (overt)

Goals and objectivesPolicies and procedures

Job descriptionsFinancial resourcesAuthority structure

Communication channelsProducts and services

Formal organization (overt)

Goals and objectivesPolicies and procedures

Job descriptionsFinancial resourcesAuthority structure

Communication channelsProducts and services

Social Surface

Informal organization (covert)

Beliefs and assumptions Perceptions and attitudes

ValuesFeelings, such as fear, joy

anger, trust, and hopeGroup norms

Informal leaders


Learning Outcome

Understand the diversity of organizations in the economy.

5


Sectors of the U.S. Economy

Manufacturing

Service

Nonprofit organizations

Government


Learning Outcome

Evaluate the opportunities that change creates for organizational behavior.

6


Global Competition in Business

Four challenges to managers relating to change in organizations

• Globalization• Technological Innovation• Workplace Diversity• Ethics and Character


[QUALITY]

• Can give organizations in viable industries a competitive edge in international competition

• A rubric for products and services of high status

• A customer-oriented philosophy of management with implications for all aspects of organizational behavior

• A cultural value embedded in successful organizations


Three key questions in evaluating quality-improvement ideas

1. Does the idea improve customer response?2. Does the idea accelerate results?3. Does the idea raise the effectiveness of resources?


Six Sigma

a high-performance system for

executing business strategy that is

customer-driven, emphasizes

quantitative decision making, and

places a priority on saving money.

Six Sigma vs. Total Quality Management



Seven Categories in the Malcolm Baldrige National Quality Award

Examination

• Leadership• Information and analysis• Strategic quality planning• Human resource utilization• Quality assurance of products and services• Quality results• Customer satisfaction


Challenges to Managing Organizational Behavior

1. Increasing globalization of organizations’ operating territory

2. Increasing diversity of organizational workforces

3. Continuing technological innovation with its companion need for skill enhancement

4. Continuing demand for higher levels of moral and ethical behavior at work


Learning Outcome

Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.

7

Learning about Organizational Behavior

Learning Activity

Development of specific skills and abilities

Development of specific skills and abilities

Mastery ofbasic objective

knowledge

Application of knowledge

and skills

Application of knowledge

and skills

ScienceScience

The Real WorldThe Real World

YouYou

Theories, Research, Articles

Organizational and Work Context

Assessments & Exercises

Copyright ©2011Cengage Learning. All rights reserved

Learning from Structured Activity

Conclusions basedon systematic

review (e.g., thegroup did better)

Conclusions basedon systematic

review (e.g., thegroup did better)

New or modifiedknowledge or skills

(e.g., consensusgroup decisions are

better)

New or modifiedknowledge or skills

(e.g., consensusgroup decisions are

better)

Systematic reviewof the structured

activity (e.g., compare individual & group results)

Individual or groupstructured activity

(e.g., group decisionactivity)

Copyright ©2011 by Cengage Learning.

All rights reserved


Three Assumptions Required for Learning from Structured

Activity • Each student must accept responsibility for

his/her own behavior, actions, and learning

• Each student must actively participate in the individual/group structured learning activity

• Each student must be open to new information, new skills, new ideas, and experimentation

AFFECTING MANAGERS

• Industrial restructuring• Increased amount and availability

of information• Need to attract and retain the best

employees• Need to understand human and

cultural differences• Rapid shortening of response

times in all aspects of business

Copyright ©2011 Cengage Learning. All rights reserved

TR

EN

DS


In Good Company

1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?

2. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle?

3. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.

© 2011 Cengage Learning. All rights reserved. Chapter 1 Organizational Behavior and Opportunity...

Documents

Transcript of © 2011 Cengage Learning. All rights reserved. Chapter 1 Organizational Behavior and Opportunity...