Introduction to Organizational Behavior

2. Chapter 1 Introduction to Organizational Behavior

3. Introduction • Organizations are much more than only a means for providing goods and service • They create the settings in which most of us spend our lives • They have profound influence on employee behavior

4. The core 21st century qualities needed to create the ideal work atmosphere begin with intelligence, passion, a strong work ethic, and a genuine concern for people.

5. Managing and Working Today and in the Future: • Managers must become agile and flexible to help their firms develop and sustain competitive advantage • To be successful, managers will need to harness the powers of: • information technology • human capital

6. Environmental Forces Reshaping Management Practice Power of Human Resources Cultural Diversity Globalism Technology New Worker- Employer Psychological Contract Rapidity of Change

7. Resisting the reality of these forces will likely lead to: Unnecessary conflict Reduced managerial performance Reduced non-managerial performance Lost opportunities Failing to cope and deal with these forces will likely result in: Job dissatisfaction Poor morale Reduced commitment Lower work quality Burnout Poor judgment Unhealthy consequences Challenges of These Forces to Managers

8. The Origins of Management Frederic W. Taylor’s Scientific Management Principles Henri Fayol’s Functions of Management

9. Taylor’s Scientific Management Principles(1 of 2) • Develop a science for each element of an employee’s work • which replaces the old rule-of-thumb method • Scientifically select and then train, teach, and develop the worker • whereas in the past a worker chose the work to do and was self-trained

10. Taylor’s Scientific Management Principles(2 of 2) • Heartily cooperate with each other to insure that all work was done in accordance with the principles of science • There is an almost equal division of the work and the responsibility between management and non-managers

11. Emphasized the importance of carefully practicing efficient: planning organizing commanding coordinating controlling Management is a separate body of knowledge that can be applied in any type of organization A theory of management that can be learned and taught There is a need for teaching management in colleges Impact of Fayol’s Functions of Management

12. Definition of Organizational Behavior (OB) • The study of human behavior, attitudes, and performance within an organizational setting • drawing on theory, methods, and principles from such disciplines as psychology, sociology, political science, and cultural anthropology • to learn about individual, groups, structure, and processes

13. Key Points About OB • OB is a way of thinking • OB is multidisciplinary • There is a distinctly humanistic orientation within OB • The field of OB is performance-oriented • The role of the scientific method is important in studying variables and relationships • OB has a distinctive applications orientation

14. Contributions to the Study of Organizational Behavior Output Discipline Unit of Analysis Psychology Individual Sociology Organizational Behavior Social Psychology Group Anthropology Organization Political Science

15. Studying Organizational Behavior Leaders and Organizational Behavior The Hawthorne Studies

16. Topics in Studying and Understanding OB The Organization’s Environment Group Behavior and Interpersonal Influence Understanding and Managing Individual Behavior Change and Innovation Organizational Structure Organizational Processes

17. The Basic Elements of a System Inputs Process Outputs Environment

18. Three Perspectives on Effectiveness Individual effectiveness Group effectiveness Organizational effectiveness

19. Time Dimension Model of Effectiveness Short run Intermediate run Long run Quality Quality Quality • Productivity • Efficiency • Satisfaction • Adaptiveness • Efficiency • Satisfaction • Survival

20. Systems Theory and Effectiveness (1 of 2) • Effectiveness criteria must reflect the entire input-process-output cycle, not simply output • Effectiveness criteria must reflect the interrelationships between the organization and its outside environment

21. Systems Theory and Effectiveness (2 of 2) • Organizational effectiveness is an all-encompassing concept that includes a number of component concepts • The managerial task is to maintain the optimal balance among these components

22. Managers can lead the way to higher levels of effectiveness by:(1 of 2) • Providing opportunities for training and continuous learning • Sharing information with employees • Encouraging cross-development partnerships • Linking compensation to performance

23. Managers can lead the way to higher levels of effectiveness by:(2 of 2) • Avoiding layoffs • Being a supportive role model • Respecting the differences across employees • Being a good listener

24. Key Points (1 of 2) • The key to an organization’s success is its human resources • Organizations need human resources that: • work hard • think creatively • perform excellently

25. Key Points (2 of 2) • Rewarding, encouraging, and nurturing the human resources in a timely and meaningful manner is what is required • The behavior of employees is the key to achieving effectiveness