Learning Outcomes
Chapter 1
Organizational
Behavior and Opportunity
1.
Define organizational behavior.
2.
Identify four action steps for responding positively in times of change.
3.
Identify the important system components of an organization.
4.
Describe the formal and informal elements of an organization.
5.
Identify factors that contribute to the diversity of organizations in the
economy.
6.
Describe the opportunities that change creates for organizational behavior.
7.
Demonstrate the value of objective knowledge and skill development in the
study of organizational behavior.
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1
Learning Outcome
Define organizational behavior.
Clockworks or
Snake pit?
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Organizational Behavior
the study of individual behavior and
group dynamics in organizations
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Organizational Behavior:
Dynamics in Organizations
Psychosocial
Organizational
Behavior
Interpersonal
Behavioral
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Organizational Variables that
Affect Human Behavior
Communication
Organizational
Structure
Human
Behavior
Work
Design
Performance
Appraisal
Jobs
Organizational
Design
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External and Internal
Perspectives
External Perspective
Understand behavior in terms of external
events, environmental forces, and behavioral
consequences.
Internal
Perspective
Understand behavior
in terms of thoughts,
feelings, past experiences,
and needs.
Explain behavior by
examining individuals’
history and personal value
System.
Explain behavior by examining surrounding
external events and environmental forces.
Both perspectives have produced
motivational & leadership theories.
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Sociology
the science
of society
Psychology
Engineering
the science
of human
behavior
the applied science
of energy & matter
Anthropology
the science of the
learned behavior of
human beings
Interdisciplinary
Influences on
Organizational
Behavior
Management
the study of overseeing
activities and supervising
people in organizations
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Medicine
the applied science
of healing or treating
diseases to enhance
health and
well-being
2
Learning Outcome
Identify four action steps for responding
positively in times of change.
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Reactions to Change
Rigid and
Reactive
Open and
Responsive
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3
Learning Outcome
Identify the important system components
of an organization.
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Components of an
Organization
Task – an organization’s mission, purpose, or
goal for existing
People – the human resources of the
organization
Technology – the tools, knowledge, and/or
techniques used to transform inputs into
outputs
Structure – the wide range of tools, knowledge,
and/or techniques used to transform inputs
into outputs
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Open Systems View of
Organization
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4
Learning Outcome
Describe the formal and informal elements
of an organization.
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Formal vs. Informal
Organization
Formal Organization – the official,
legitimate, and most visible part of
the system
Informal Organization – the
unofficial and less visible part of
the system
Hawthorne Studies: studies
conducted during the 1920’s and
1930’s that suggested the importance
of informal organizations
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Formal & Informal Elements of Organizations
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5
Learning Outcome
Identify factors that contribute to the
diversity of organizations in the economy.
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Sectors of the U.S. Economy
Nonprofit
organizations
Manufacturing
Government
Service
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6
Learning Outcome
Describe the opportunities that change
creates for organizational behavior.
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Global Competition in
Business
Increased Global Competition
Radical Change
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[QUALITY]
• Can give organizations in viable
industries a competitive edge in
international competition
• A rubric for products and services of
high status
• A customer-oriented philosophy of
management with implications for all
aspects of organizational behavior
• A cultural value embedded in
successful organizations
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Three key questions in evaluating
quality-improvement ideas
1. Does the idea improve customer
response?
2. Does the idea accelerate
results?
3. Does the idea raise the
effectiveness of resources?
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Six Sigma
a high-performance system for
executing business strategy that is
customer-driven, emphasizes
quantitative decision making, and
places a priority on saving money.
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Six Sigma vs. Total Quality Management
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Seven Categories in the Malcolm
Baldrige National Quality Award
Examination
•
•
•
•
•
•
•
Leadership
Information and analysis
Strategic quality planning
Human resource utilization
Quality assurance of products and services
Quality results
Customer satisfaction
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Challenges to Managing
Organizational Behavior
1. Increasing globalization of organizations’
operating territory
2. Increasing diversity of organizational
workforces
3. Continuing technological innovation with its
companion need for skill enhancement
4. Continuing demand for higher levels of moral
and ethical behavior at work
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7
Learning Outcome
Demonstrate the value of objective
knowledge and skill development in the study
of organizational behavior.
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Learning about Organizational
Behavior
Learning Activity
Mastery of
basic objective
knowledge
Science
Theories, Research, Articles
Development of
specific skills
and abilities
The Real World
Organizational and Work Context
Application
of knowledge
and skills
You
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Assessments & Exercises
Objective Knowledge
Cognitive
mastery of
theories
Research
Findings
Conceptual
Models
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Three Assumptions
Required for Learning
from Structured Activity
• Each student must accept responsibility for
his/her own behavior, actions, and learning.
• Each student must actively participate in the
individual/group structured learning activity.
• Each student must be open to new information,
new skills, new ideas, and experimentation.
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Application of
Knowledge and Skills
• With structured, experiential
learning, people can explore new
behaviors and skills in a
comparatively safe environment.
• Students are “educated” rather than
“trained” in organizational behavior
and are coproducers in learning.
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1. The film sequence shows three
people interacting in a work
environment. Which aspects of
organizational behavior and
management discussed earlier in
this chapter appear in this
sequence?
In Good Company
2. The three people in this sequence
represent different management
levels in the company. Which levels
do you attribute to Carter Duryea,
Dan Foreman, and Mark Steckle?
3. Critique the behavior shown in this
sequence. What are the positive
and negative aspects of the
behavior shown.
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1. Using the open systems view
of organizations, describe
Holden Outerwear’s internal
and external environment.
Holden Outerwear
2. How has globalization
influenced Holden’s business
and created opportunity?
3. What are some challenges of
globalization for managers at
Holden?
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