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The Field of Organizational Behavior

The Field of Organizational Behavior. Chapter 1. Learning Objectives. Define the concepts of organization and organizational behavior (OB). Describe the field of organizational behavior’s commitment to the scientific method and the three levels of analysis it uses.

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The Field of Organizational Behavior

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  1. The Field of Organizational Behavior Chapter 1

  2. Learning Objectives • Define the concepts of organization and organizational behavior (OB). • Describe the field of organizational behavior’s commitment to the scientific method and the three levels of analysis it uses. • Trace the historical developments and schools of thought leading up to the field of organizational behavior today. • Identify the fundamental characteristics of the field of organizational behavior.

  3. Learning Objectives • Describe how the field of OB today is being shaped by the global economy, increasing racial and ethnic diversity in the workforce, and advances in technology. 6. Explain how changing expectations about the desire to be engaged in work, the need for flexibility in work, and the pressure to promote quality have influenced the field of OB.

  4. Organization A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives.

  5. OB Field Characteristics • Applies Scientific Method to Managerial Problems • Studies Individuals, Groups, and Organizations • Multidisciplinary in Nature • Enhances Organizational Effectiveness and Individual Well-Being

  6. Practical Managerial Problems • How Goals Can Enhance Job Performance • How Jobs Can Be Designed to Enhance Employee Satisfaction • When Individuals and Groups Make Better Decisions • How Organizational Communication Can Be Improved • How Work-related Stress Can Be Alleviated • How Leaders Can Enhance Team Effectiveness

  7. Multidisciplinary Roots • Psychology • Sociology • Anthropology • Political Science • Economics • Management Science

  8. OB Matters • Satisfied Employees • More Pleasant at Work • Lower Costs • Higher Productivity • Less Likely to Quit • Unsatisfied Employees • Reject Organization Policies • More Likely to Steal • Increased Mental and Physical Illnesses

  9. Fundamental Assumptions No “One Best” Contingency Approach Behavior Contingent Upon Certain Conditions

  10. OB History • Scientific Management • Efficient Design of Jobs • Human Relations Movement • Hawthorne Studies

  11. OB History • Classical Organizational Theory • Efficient Organization Structure • Division of Labor • Bureaucracy • OB as a Social Science • The Infotech Age

  12. Prominent Trends Increasingly Global Businesses • Multinational Enterprises (MNE) • Repatriate • Culture Shock • Expatriate • Changing Management Perspectives • Convergence Hypothesis • Divergence Hypothesis

  13. Prominent Trends Responding to Technology Changes • Leaner Organizations Creation • Downsizing • Outsourcing • Virtual Organization Creation • Increasing Telecommuting Use

  14. Prominent Trends Responding to Changing Expectations • Increasing Engagement • Increasing Flexibility • Idiosyncratic Work Arrangements • Flexible Hours • Contingent Workforce • Compressed Workweeks • Job Sharing • Voluntary Reduced Work Time

  15. Prominent Trends Responding to Changing Expectations • The Quality Revolution • Total Quality Management • Benchmarking • Malcolm Baldridge Quality Award

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