Chapter 1
The Nature and Scope
of Organizational
Behavior
PowerPoint Presentation by Charlie Cook
Copyright © 2005 South-Western. All rights reserved.
Learning Objectives
After reading and studying this chapter and doing the
exercises, you should be able to:
1. Explain what organizational behavior means.
2. Summarize the research methods of organizational behavior.
3. Identify the potential advantages of organizational behavior
knowledge.
4. Explain key events in the history of organizational behavior.
5. Describe how focusing on the human element can contribute
to organizational and managerial effectiveness.
6. Understand how a person develops organizational skills.
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1–2
The Meaning of Organizational Behavior
• Organizational behavior (OB) is
 the study of human behavior in the workplace,
 the interaction between people and the organization,
 and the organization itself.
• Organizational behavior’s major goals are to
explain, predict, and control behavior.
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1–3
Data Collection and Research Methods
• Data collection methods
 Survey questionnaires
 Interviews
 Direct observation
Systematic observation
 Participant observation

• Researcher methods
 Case studies
 Laboratory experiments
 Field experiments (or studies)
 Meta-analysis
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Benefits of Studying OB
• Develop skills to function effectively in the workplace.
• Grow personally through insight into human behavior.
• Improve overall organizational effectiveness.
• Sharpen and refine
common sense.
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1–5
Key Developments in OB History
• The Classical Approach to management
 Scientific management:

The application of scientific methods to increase an individual
worker’s productivity.
– Frederick W. Taylor
 Administrative management

The use of management principles (planning, organizing,
commanding, coordinating, and controlling) to efficiently
structure and manage organizations.
– Henri Fayol
– Max Weber
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Key Developments in OB History (cont’d)
The Hawthorne Studies at Western Electric
 Originally intended as a study of the effects of
environmental changes on productivity.
 The Hawthorne Effect—the tendency of people to
behave differently (perform better) when they receive
attention.
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Key Developments in OB History (cont’d)
The Hawthorne Studies’ Key Findings
1. Economic incentives are less potent than generally believed
in influencing individual output.
2. Dealing with human problems is complicated and
challenging.
3. Leadership practices and work-group pressures strongly
influence productivity, satisfaction and performance.
4. Personal problems influence worker productivity.
5. Effective communication is critical to success.
6. Factors embedded in the social system influence behavior.
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Key Developments in OB History (cont’d)
• The Human Relations Movement
 Based on belief that managerial practices, morale,
and productivity are strongly linked and that the
proper working environment enhances worker
capabilities.
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Key Developments in OB History (cont’d)
• Douglas McGregor
 Theory X

Managers assume people dislike work, avoid responsibility,
lack ambition, and need close supervision.
 Theory Y

Managers assume people enjoy work,
accept responsibility, are innovative
and are self-controlling.
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Key Developments in OB History (cont’d)
• The Contingency Approach
 Emphasizes that there is no
one best way to manage
people.

Different situations require
managers to make decisions
about managerial methods and
approaches.

Knowledge of organizational
behavior and management is
essential before deciding a
course of action.
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1–11
Skill Development in Organizational
Behavior
• General Learning Model
 Conceptual information and behavioral guidelines
 Conceptual information demonstrated by example
and brief descriptions
 Experiential exercises in the form of practice cases
and self-assessment exercises
 Feedback on skill utilization or performance from
others
 Frequent practice
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A Model for Developing
Organizational Behavior Skills
EXHIBIT 1-1
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A Framework for Studying Organizational Behavior
Individual Level
Individual differences, mental
ability, and personality
Learning, perception, attitudes,
values, and ethics
Individual decision making
and creativity
Foundation concepts of motivation
Conflict, stress, and well-being
Groups and Interpersonal
Relations
Interpersonal communication
Group dynamics and teamwork
Leadership
Power, politics, and influence
The Organizational System
and the Global Environment
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
organizational behavior
EXHIBIT 1-2
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