4e
Nelson/Quick
Chapter 1
Organizational
Behavior and
Opportunity
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Outcome
Define organizational behavior
Identify four action steps for responding positively
in times of change
Identify the important system components of an
organization
Describe the formal and informal elements of an
organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
Learning Outcome
Identify factors that contribute to the diversity of
organizations in the economy
Describe the opportunities that change creates for
organizational behavior
Demonstrate the value of objective knowledge and
skill development in the study of organizational
behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Learning Outcome
Define organizational behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Human Behavior in Organizations
Opportunities: Favorable times or chances for
progress and advancement
Change: Transformation or modification of an
organization and/or its stakeholders
Challenge: Call to competition, contest, or battle
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
Organizational Behavior
Study of individual behavior and group
dynamics in organizations
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
Organizational Behavior: Dynamics in
Organizations
Psychosocial
Organizational
Behavior
Behavioral
Interpersonal
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
Organizational Variables that
Affect Human Behavior
Jobs
Work Design
Communication
Performance
appraisal
Organizational
design
Organizational
structure
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
External and Internal Perspective
Internal perspective
External perspective
• Looks at workers’ minds
to understand their
behavior
• Focuses on the
thoughts, feelings, past
experiences, and needs
of the individual
• Focuses on factors
outside the person to
understand behavior
• Includes external events,
consequences, and
environmental forces
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
Interdisciplinary Influences on
Organizational Behavior
Psychology
Sociology
Engineering
• Science of human
behavior
• Science of society
• Applied science of
energy and matter
Anthropology
Management
Medicine
• Science of human
learned behavior
• Overseeing
activities and
supervising people
• Applied science of
healing or treating
diseases
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
Learning Outcome
Identify four action steps for responding
positively in times of change
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
Reactions to Change
Rigid and
Reactive
Open and
Responsive
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Learning Outcome
Identify the important system components of
an organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
Components of an Organization
Task
• Organization’s mission, purpose, or goal for existing
People
• Human resources of the organization
Technology
• Tools, knowledge, and/or techniques used to transform inputs into
outputs
Structure
• Tools, knowledge, and/or techniques used to transform inputs into
outputs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
Figure 1.1 - An Open-Systems View
of Organization
SOURCE: Based on H. Leavitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J. G. March, ed.,
Handbook of Organizations (Chicago: Rand McNally, 1965), 1145. Reprinted by permission of James G. March.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
Learning Outcome
Describe the formal and informal elements of
an organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
Formal vs. Informal Organization
Formal organization: Official, legitimate, and most
visible part of the system
Informal organization: Unofficial and less visible
part of the system
Hawthorne studies: Studies conducted during the
1920s and 1930s that suggested the importance of
the informal organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17
Figure 1.2 - Formal & Informal
Elements of Organizations
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
Learning Outcome
Identify factors that contribute to the
diversity of organizations in the economy
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19
Sectors of the U.S. Economy
Private sector
Nonprofit
sector
Large and
small
organizations
Government
sector
Manufacturing
sector
Service sector
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
20
Learning Outcome
Describe the opportunities that change
creates for organizational behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
Global Competition in Business
Increased Global Competition
Radical Change
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
Global Competition in Business
Characterized by intense rivalry
Employees face increased pressure to be productive
and to add value to the firm
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
23
Quality
Gives organizations a competitive edge in
international competition
Total quality management (TQM) - Total dedication
to continuous improvement and to customers
Focuses on meeting customer needs and exceeding
their expectations
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
24
Three Key Questions in Evaluating
Quality-Improvement Ideas
Does the idea improve customer response?
Does the idea accelerate results?
Does the idea raise the effectiveness of
resources?
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
25
Six Sigma
High-performance system for executing business
strategy
• Is Customer-driven
• Emphasizes quantitative decision making
• Places a priority on saving money
Phases for tackling problems
•
•
•
•
Measure
Analyze
Improve
Control
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
26
Table 1.1 - Contrasting Six Sigma and
Total Quality Management
SOURCE: M. Barney, “Motorola’s Second Generation,” Six Sigma Forum Magazine (May 2002): 13.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
27
Behavior and Quality at Work
Ways to advance total quality
Engaging in participative management
Willingness to change
Focusing quality efforts on customer service
Including quality as a norm in reward systems
Improving the flow of information regarding qualityimprovement successes or failures
Being actively and personally involved in quality
efforts
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
28
Seven Categories in 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
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
29
Challenges to Managing
Organizational Behavior
Increasing globalization of organizations’ operating
territory
Increasing diversity of organizational workforces
Continuing technological innovation with its
companion need for skill enhancement
Continuing demand for higher levels of moral and
ethical behavior at work
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
30
Learning Outcome
Demonstrate the value of objective
knowledge and skill development in the study
of organizational behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
31
Figure 1.3 - Learning about
Organizational Behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
32
Objective Knowledge
Knowledge that results from research and scientific
activities
Provided by organizational behavior by:
Theories
Conceptual models
Research findings
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
33
Skill Development
Mastery of abilities essential to successful
functioning in organizations
Essential skills identified by the U.S. Department of
Labor
Resource management skills
Information management skills
Personal interaction skills
Systems behavior and performance skills
Technology utilization skills
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
34
Figure 1.4 - Learning from Structured
Activity
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
35
Three Assumptions 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
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
36
Application of Knowledge and Skills
Structured, experiential learning helps explore new
behaviors and skills in a comparatively safe
environment
Educates students rather than training them in
organizational behavior
Students become coproducers in learning
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
37
In Good Company
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?
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?
Critique the behavior shown in this sequence. What are
the positive and negative aspects of the behavior
shown.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
38
Holden Outerwear
Using the open systems view of organizations,
describe Holden Outerwear’s internal and external
environment.
How has globalization influenced Holden’s business
and created opportunity?
What are some challenges of globalization for
managers at Holden?
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
39
