Organizational Behavior

Organizational BehaviourOrganization It is defined as a collection of people who work together to achieve a wide variety of goals. Organizational Behavior It is defined as the actions and attitudes of people in organizations. It is the study of human behavior in organizational settings, how human behavior interacts with the organization, and the organization itself. AlthoughIt can help managers understand the complexity within organizations, identify problems, determine the best ways to correct them, and establish whether the changes would make a significant difference.Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-2Copyright 2007 Pearson Education CanadaWhy Do We Study OB?To learn about yourself and othersTo understand how the many organizations you encounter work.To become familiar with team workTo help you think about the people issues faced by managers and entrepreneurs2INDIVIDUAL HUMAN BEHAVIOR IN ORGANIZATIONAL SETTINGS

EnvironmentTHE INDIVIDUAL- ORGANIZATION INTERFACETHE ORGANIZATION

The Nature of OBComponents Of Organizational BehaviourIndividualGroupStructureTechnologyEnvironment

Historical Roots of Organizational BehaviorScientific ManagementPerson commonly associated with scientific management is Fredric W. Taylor.developed a standardized method for performing each job. He also installed a piece-rate pay systemClassical Organization TheoryMajor contributors to classical organization theory included Henri Fayol, Lyndall Urwick, and Max Weber.Weber, the most prominent of the three, proposed a bureaucratic form of structure that he believed would work for all organizationsDivision of Labour

Human Relations Movement

Historical Roots of Organizational BehaviorThe Hawthorne StudiesHawthorne Works of the Western Electric Company; 1924-1932Initiated 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 loweredFactors influencing behaviorAttention from researchersManagers leadership approachWork group normsThe Hawthorne Effect

Historical Roots of Organizational BehaviorTheory XAverage employee is lazy, dislikes work, and will try to do as little as possibleManagers task is to supervise closely and control employees through reward and punishment

Theory YEmployees will do what is good for the organization when committedManagers task is create a work setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative

The Human Relation MovementInterdisciplinary ApproachPsychologySociology Political science Anthropology Economists Engineering, MedicineChallengesImproving People SkillsImproving Quality and ProductivityManaging Workforce DiversityResponding To GlobalizationEmpowering PeopleCoping with TemporarinessStimulating Innovation and ChangeEmergence of the E-OrganisationImproving Ethical BehaviourManagement FunctionPlanningOrganizingLeadingControlling

Management RolesInterpersonal Roles:Figure head RoleLeader RoleLiaison Role Informational RolesMonitorDisseminatorSpokesmanDecisional RolesEntrepreneurDisturbance HandlerResources AllocatorNegotiatorManagement Skills

ConceptualTechnicalPeople/Human SkillExhibit 1-3 Toward an OB DisciplineSocial psychologyPsychologyBehavioural scienceContributionUnit ofanalysisOutputAnthropologySociologyPolitical scienceStudy ofOrganizationalBehaviourOrganizationsystemLearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stressGroup dynamicsWork teamsCommunicationPowerConflictIntergroup behaviourFormal organization theoryOrganizational technologyOrganizational changeOrganizational cultureConflictIntraorganizational politicsPowerOrganizational cultureOrganizational environmentBehavioural changeAttitude changeCommunicationGroup processesGroup decision makingGroupComparative valuesComparative attitudesCross-cultural analysisIndividual13The material for this illustration is found on pages 15-16.

Basic Model of OB

.115Basic OB Model, Stage II

Skills for Mastery in the New WorkplaceFlexibilityInternalExternalControlMentorInnovator1. Understanding yourself and others2. Interpersonal communication3. Developing subordinates1. Team building2. Participative decision making3. Conflict management1. Receiving and organizing information2. Evaluating routine information3. Responding to routine information1. Planning2. Organizing3. Controlling1. Taking initiative2. Goal setting3. Delegating effectively1. Personal productivity and motivation2. Motivating others3. Time and stress management1. Building and maintaining a power base2. Negotiating agreement and commitment3. Negotiating and selling ideas1. Living with change2. Creative thinking3. Managing changeFacilitatorMonitorDirectorProducerBrokerCoordinatorSource: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48. 16The material for this illustration is found on page 28.