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Understanding Organizational Behavior: Tools, Theories, and Applications in Management

This overview of Organizational Behavior (OB) introduces essential concepts, theories, and skills required for effective management. It discusses key definitions and purposes of OB, emphasizing its structured approach to managing behavior within organizations. The content explores various levels of analysis and highlights classical theories such as those by Max Weber and Frederick Taylor, along with contemporary developments, including Japanese management principles and contingency theories. Managers are equipped with tools to enhance effectiveness and align with agency needs in a human-focused environment.

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Understanding Organizational Behavior: Tools, Theories, and Applications in Management

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Presentation Transcript

  1. Introduction and Overview Class 1: July 26, 2010

  2. Organizational Behavior as a Way of Thinking and Acting • Definition and Purpose • Levels of Analysis or Concern • Provides the tools, skills, and strategies for managing behavior in organizations • 4. Skills and Knowledge needed by successful managers

  3. 5. Values and Assumptions of Organizational Behavior: ** Purposeful and goal oriented ** Non random ** Changed through learning **People should be valued as human beings ** Public service is about serving others

  4. Roots of Organizational Behavior: Organizational Theory • Uses and Purposes of Theory • enables manager to enhance effectiveness • designers of organizations are faced with myriad of • choices • organization’s form has implications for the way its functions will be performed

  5. Classical Theories: • Max Weber: the ideal bureaucracy • Frederick Taylor: the scientific management school of organizational theory • Henri Fayol: universal management principles • Classical theories today: strengths and weaknesses

  6. Human Relations Approaches • origin in the Hawthorne Studies (1920-1930) • findings that relationships among workers appeared to meet certain social and • psychological needs for affiliation • 4. Human Resources Model • McGregor (1960): Theory X and Theory Y • Likert (1967) : System 1- System 4 • Strength is consistency with approach of helping professionals

  7. Open System Theory • two-way interaction with the environment • managers tend to see organizations as a process rather than a structure • structural change affects all components • importance of coordination with community groups • major influence on recent organizational theories

  8. Contemporary Developments in Organizational theory • Community Based Organizations • Japanese Management Principles • Top Quality Management (TQM) • Contingency Theories

  9. Summary and Discussion • Do you find some of these theories more useful than others? Are some more • culturally relevant? • Identify an organization you are familiar with. What theories do you see being used? Are the theories appropriate to agency needs? If not, which ones would be better? • If you were designing a human service organization, which theories would you be most likely to use?

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