Organizational Behavior

Part One: The Field of Organizational

Behavior

Chapter 1
Introduction to organizational behavior

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 Learning Objectives
1. Define in applied terms organizational behavior.
2. Describe the disciplines that have contributed to the
field of organizational behavior.
3. Discuss the importance of understanding behavior in
organizations.
4. Explain the time dimension model of measuring
effectiveness.
5. Explain the relationship between quality and
organizational effectiveness.

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 What is organizational behavior?
Organization is a structured social system
consisting of individuals working together to meet
some agreed-on objectives.
Behavioral sciences are fields such as psychology
and sociology that seek knowledge of human
behavior and society through the scientific method.
Organizational behavior is the field that seeks
knowledge of all aspects of behavior in
organizational settings by the use of the scientific
method.

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 Definition of Organizational Behavior (OB)

1. The study of human behavior, attitudes, and

performance within an organizational setting
2. drawing on theory, methods, and principles
from such disciplines as psychology,
sociology, political science, and cultural
anthropology
3. to learn about individual, groups, structure,
and processes

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 Key Points About OB

1. OB is a way of thinking
2. OB is multidisciplinary
3. There is a distinctly humanistic orientation
within OB
4. The field of OB is performance-oriented
5. The role of the scientific method is important
in studying variables and relationships
6. OB has a distinctive applications orientation
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 Levels of analysis

Individual
Individual Group

organization

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Environmental Forces Reshaping Management Practice

Power of
Human
Resources

Cultural
Globalism
Diversity

Rapidity of Psychological Technology

Change Contract

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 Power: The ability to get things done in the way one wants them
to be done.
Globalism: The interdependency of transportation, distribution,
communication, and economic networks across international
borders.
Cultural diversity: The vast array of differences created by
cultural phenomena, such as history, economic conditions,
personality characteristics, language, norms, and traditions.
Rapidity of change: The speed at which change occurs. Rapid
change is found in many areas such as technology, demographics,
globalization, and new products and services.
Psychological contract: An unwritten agreement between an
employee and the organization, which specifies what each expects
to give and to receive from the other.
Technology: An important concept that generally refers to
actions, physical and mental, that an individual performs upon
some object, person, or problem in order to change it in some
way.
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 Challenges of These Forces to Managers
Resisting the reality of these
forces will likely lead to:
Unnecessary conflict
Reduced performance
Lost opportunities
Chapter 1
Failing to cope and deal with
these forces will likely result
in:
Job dissatisfaction
Poor morale
Reduced commitment
Lower work quality
Unhealthy consequences
9 Organizational Behavior
The Origins of Management

Frederic W. Taylors Henri Fayols

Scientific Functions of
Management Management

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Scientific management:
Scientific management: A body of literature that
emerged during the period 1890-1930 and that
reports the ideas and theories of engineers
concerned with such problems as job definition,
incentive systems, and selection and training.
The scientific management approach, advanced
by Fredric Taylor was directed at finding the most
efficient ways for people to perform their jobs.

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 Fredric Taylor stated that the principles of
management were to:

Develop a science for each element of an

employees work, which replaces the old
methods.
Scientifically select and then train, and develop
the workers.
Cooperate with each other to ensure that all
work was done in accordance with the
principles of science.
There is almost equal division of the work and
responsibility between management and
workers .

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 Impact of Fayols Functions of Management

Emphasized the Management is a separate

importance of carefully body of knowledge that can be
practicing efficient: applied in any type of
planning organization
organizing A theory of management that
commanding can be learned and taught
coordinating There is a need for teaching
controlling management in colleges

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Impact of the classical theory on people behavior

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 The Hawthorn Studies
The Human relations movement: Elton Mayo
and the Hawthorne studies (1924-1932). This
approach rejects the primarily economic
orientation of scientific management and
instead focuses on the non-economic, social
factors operating in the workplace.

Mayo was concerned with performance, but he

also realized that it was greatly influenced by
the social conditions in organizations- the way
employees were treated by management and
the relationships they had with each other.

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 Effect of illumination on worker output
Rest pauses, shorter days, incentives, management
Workers produced more merely by being
observed and studied
Social pressures and group norms could
increase or restrict output
Some contend fear of job loss was a factor

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 Social sciences contributed to the study of OB

Psychology

Individual

Sociology

Study of
Social Psychology Group Organizational
Behavior

Anthropology

Organization

Political Science

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Topics in Studying and Understanding OB

The
Organizations
Environment

Understanding Group Behavior

and Managing and
Individual Interpersonal
Behavior Influence

Organizational Change and

Organizational
Structure Innovation
Processes
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 Systems Theory

Inputs Process Outputs

Feedback

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 Three Perspectives on Effectiveness

Individual Group Organizational

effectiveness effectiveness effectiveness

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Systems Theory and Effectiveness

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

Organizational effectiveness is a concept about how

products or services are produced or provided.

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 Managers can lead the way to higher levels of
effectiveness by:

Providing opportunities for training and continuous

learning
Sharing information with employees
Encouraging cross-development partnerships
Linking compensation to performance
Avoiding layoffs
Being a supportive role model
Respecting the differences across employees
Being a good listener
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 Effectiveness Criteria
Quality: In order to survive, organizations must design products,
make products, and treat customers in a close-to perfection way.
Quality is defined as meeting customers needs and expectations.
Productivity: Productivity is defined as the relationship between
inputs (e.g., hours of work, efforts, use of equipment) and outputs
(e.g., number of units produced).
Efficiency: Efficiency defined as the ratio of outputs to inputs. It
focuses on the entire input-process-output cycle.
Satisfaction: Satisfaction refers to the extent to which the
organization meets the needs of employees.
Adaptiveness: Adaptiveness is the extent to which the organization
can and does respond to internal and external changes.
Development: Development measures the ability of the
organization to increase its capacity to deal with environmental
demands in order to survive in the long run.

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 Case Incident

Thanks for 24 years of service.

Now heres the door.

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