chapter 1 © 2011 cengage learning. all rights reserved
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© 2011 Cengage Learning. All rights reserved.
Organizational Behavior
the study of individual behavior and
group dynamics in organizations
© 2011 Cengage Learning. All rights reserved. 1-3
What is an Organization?
A structured social system consisting of groups and individuals working together to
meet some agreed-upon objectives.
What objectives are we interested in and why?
© 2011 Cengage Learning. All rights reserved.
Psychosocial
BehavioralInterpersonal
Organizational Behavior: Dynamics in Organizations
OrganizationalBehavior
© 2011 Cengage Learning. All rights reserved.
Organizational Variables that Affect Human Behavior
OrganizationalDesign
JobsWorkDesign
PerformanceAppraisal
OrganizationalStructure
Communication
Human Behavior
© 2011 Cengage Learning. All rights reserved.
External PerspectiveUnderstand behavior in terms of external
events, environmental forces, and behavioral
consequences.
InternalPerspective
Understand behavior in terms of thoughts,
feelings, past experiences, and needs.
Explain behavior by examining individuals’
history and personal value System.
Both perspectives have produced motivational & leadership theories.
Explain behavior by examining surrounding external events and environmental forces.
© 2011 Cengage Learning. All rights reserved. 1-7
Kurt Lewin
Behavior is a function of both the person and the environment (system).
B = f (P/E)
© 2011 Cengage Learning. All rights reserved.
Your explanation for the behavior that you observe (caused by a
combination of person and environment factors) is critical
because it determines your reaction to the behavior, and the thing you
control the most at work is your own personal behavior.
© 2011 Cengage Learning. All rights reserved.
Psychology the science
of human behavior
Management the study of overseeing
activities and supervising people in organizations
Anthropologythe science of the learned behavior of human beings
Medicine the applied science of healing or treating diseases to enhance
health and well-being
Engineering the applied science of energy & matter
Sociology the science
of society
Interdisciplinary Influences on Organizational
Behavior
© 2011 Cengage Learning. All rights reserved.
Components of an Organization
Task – an organization’s mission, purpose, or goal for existing
People – the human resources of the organization
Structure – the manner in which an organization’s work is designed at the micro level; how departments, divisions, and the overall organization are designed at the macro level
Technology – the tools, knowledge, and/or techniques used to transform inputs into outputs
© 2011 Cengage Learning. All rights reserved.
SUPPLIERS
CUSTOMERS
Inputs Outputs
Process
A process is a series of related tasks;A system is a group of related processes
equipment
TotalProcess
methods
training
supervision
measurement
staffing
Individual effort
materials
15%
© 2011 Cengage Learning. All rights reserved. 1-15
Sterman (1994)
• “When we attribute behavior to people rather than system structure, the focus of management becomes the search for extraordinary people to do the job rather than designing the job so that ordinary people can do it.”
© 2011 Cengage Learning. All rights reserved. 1-16
Grade distribution Spring 2012 A = 11 (48%) A- = 3 (13) B+ = 3 B = 4 B- = 1 C = 1 D = 0 F = 0
How do you explain the fact that 61% made an A?
© 2011 Cengage Learning. All rights reserved.
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
© 2011 Cengage Learning. All rights reserved.
Formal & Informal Elements of Organizations
Formal organization (overt)
Goals and objectivesPolicies and procedures
Job descriptionsFinancial resourcesAuthority structure
Communication channelsProducts and services
Formal organization (overt)
Goals and objectivesPolicies and procedures
Job descriptionsFinancial resourcesAuthority structure
Communication channelsProducts and services
Social Surface
Informal organization (covert)
Beliefs and assumptions Perceptions and attitudes
ValuesFeelings, such as fear, joy
anger, trust, and hopeGroup norms
Informal leaders
© 2011 Cengage Learning. All rights reserved. 1-19
Total Quality Management (TQM)
The total dedication to continuous improvement and to customers so that
customers’ needs are met and their expectations exceeded.
Who is the customer?How do you know their expectations?
How do you know if you are meeting their expectations?
© 2011 Cengage Learning. All rights reserved.
[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
© 2011 Cengage Learning. All rights reserved.
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?
© 2011 Cengage Learning. All rights reserved.
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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