Introduction to Organizational Behavior Understanding and Managing Organizational Behavior Chapter 1...
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Transcript of Introduction to Organizational Behavior Understanding and Managing Organizational Behavior Chapter 1...
Introduction to Organizational Behavior
Understanding andManaging
OrganizationalBehavior
Chapter 1
Sixth EditionJennifer M. George & Gareth R. Jones
1-1Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Learning 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 among the three levels at which organizational behavior is examined
1-2Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Learning 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
1-3Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Xerox’s CEOs turn the company around
At Xerox, Mulcahy and Burns found a way to create a set of new organizational behaviors
• Favorable work situation has been created because Xerox: Strives to increase employees’ skills and knowledge
Provides employees at all levels with rewards to encourage high performance
Creates a work setting in which employees develop a longer-term commitment to their organization
1-4Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What Is an Organization?
An organization is a collection of
people who work together and
coordinate their actions to achieve
a wide variety of goals
1-5Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What Is Organizational Behavior?
Organizational behavior (OB) is 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
1-6Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Insert Exhibit 1.1 here
What Is Organizational Behavior?
1-7Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 1.1
Levels of Analysis
Exhibit 1.2
Group Level
Individual Level
Organizational Level
1-8Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Components of Organizational Behavior
Understanding organizational behavior
requires studying
Part One Individuals in Organizations
Part Two Group and Team Processes
Part Three Organizational Processes
1-9Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 1.3
Why Study OB?
• To understand behavior in organizations
• To learn to use and apply concepts, theories,
and techniques to improve, enhance, or
change behavior
• To enable managers to direct and supervise
the activities of employees
1-10Copyright © 2012 Pearson Education, Inc. Publishing as 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
1-11Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Four Functions of ManagementExhibit 1.4
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
1-12Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
OB Today: Trader Joe’s a Success Story
1-13Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Managerial Roles
Leader
Monitor
Spokesperson
Disturbance handler
Negotiator
Figurehead
Liaison
Disseminator
Entrepreneur
Resource allocator
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-14
Managerial Skills
Conceptual Skills Technical Skills
Human Skills
1-15Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
An Open Systems View of Organizational Behavior
1-16Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 1.6
Challenges for OB
1: Changing Social/Cultural Environment
2: Evolving Global Environment
3: Advancing Information Technology
4: Shifting Work/Employment Relationships
1-17Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Changing Social and Cultural Environment
• National culture
• Organizational ethics and well-
being
• Diverse workforce
1-18Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Diversity Challenges
Fairness and Justice
Decision Making and Performance
Flexibility
1-19Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Challenges Created by Diverse Workforces
1-20Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 1.7
Evolving Global Environment
Understanding Global Differences
Global Learning
Global Crisis Management
1-21Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Crisis Management Decisions
Creating teams to facilitate rapid decision making and communication
Establishing the organizational chain of command and reporting relationships necessary to mobilize a fast response
Recruiting and selecting the right people to lead and work in such teams
Developing bargaining and negotiating strategies to manage conflicts that arise whenever people and groups have different interests and objectives
1-22Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Advancing Information Technology
Organizational
Learning
Creativity
Innovation
Information
Knowledge
Information
Technology
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-23
Shifting Work/Employment Relationships
Downsizing
Empowerment and Self-Managed Teams
Contingent Workers
Outsourcing
1-24Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
A Short History of Organizational Behavior
• F.W. Taylor and Scientific Management
• Mary Parker Follett
• Hawthorne Studies
• Theory X and Y
1-25Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Appendix 1A:
F.W. Taylor and Scientific Management
Scientific management is 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 labor1-26Copyright © 2012 Pearson Education, Inc. Publishing as 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
procedures1-27Copyright © 2012 Pearson Education, Inc. Publishing as 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 1-28Copyright © 2012 Pearson Education, Inc. Publishing as 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
1-29Copyright © 2012 Pearson Education, Inc. Publishing as 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 lowered1-30Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
The Hawthorne Studies_2
• Factors influencing behavior:
Attention from researchers
Manager’s leadership approach
Work group norms
• The “Hawthorne Effect”
1-31Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Douglas McGregor: Theory X and Theory Y
Theory YEmployees will do what
is good for the organization when committed
Managers must create setting to encourage commitment to goals and provide opportunities for initiative
Theory XAverage 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
1-32Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-33