hbo handout chapter 1 (introduction to organizational behavior)
Post on 28-Oct-2014
35 Views
Preview:
DESCRIPTION
TRANSCRIPT
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-1
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-2
ChapterChapter
Introduction to Organizational BehaviorIntroduction to Organizational Behavior
11
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-3
IntroductionIntroduction
• Organizations are much more than only a means for providing goods and service
• They create the settings in which most of us spend our lives
• They have profound influence on employee behavior
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-4
The core 21st century
qualities needed to create
the ideal work atmosphere
begin with intelligence,
passion, a strong work ethic,
and a genuine concern for
people.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-5Managing and Working Today and in the Future:Managing and Working Today and in the Future:
• Managers must become agile and flexible to help their firms develop and sustain competitive advantage
• To be successful, managers will need to harness the powers of:• information technology• human capital
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-6
Rapidity ofChange
New Worker-Employer
PsychologicalContract
Technology
GlobalismCulturalDiversity
Power ofHuman
Resources
Environmental Forces Reshaping Management PracticeEnvironmental Forces Reshaping Management Practice
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-7Challenges of These Forces to Managers
Challenges of These Forces to Managers
• Resisting the reality of these forces will likely lead to:• Unnecessary conflict• Reduced managerial
performance• Reduced non-
managerial performance• Lost opportunities
• Resisting the reality of these forces will likely lead to:• Unnecessary conflict• Reduced managerial
performance• Reduced non-
managerial performance• Lost opportunities
• Failing to cope and deal with these forces will likely result in:• Job dissatisfaction• Poor morale• Reduced commitment• Lower work quality• Burnout• Poor judgment• Unhealthy consequences
• Failing to cope and deal with these forces will likely result in:• Job dissatisfaction• Poor morale• Reduced commitment• Lower work quality• Burnout• Poor judgment• Unhealthy consequences
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-8
The Origins of ManagementThe Origins of Management
Frederic W. Taylor’s Scientific
Management Principles
Henri Fayol’s Functions of Management
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-9Taylor’s Scientific Management Principles
(1 of 2)
Taylor’s Scientific Management Principles
(1 of 2)
• Develop a science for each element of an employee’s work• which replaces the old rule-of-thumb
method
• Scientifically select and then train, teach, and develop the worker• whereas in the past a worker chose the
work to do and was self-trained
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-10Taylor’s Scientific Management Principles
(2 of 2)
Taylor’s Scientific Management Principles
(2 of 2)
• Heartily cooperate with each other to insure that all work was done in accordance with the principles of science
• There is an almost equal division of the work and the responsibility between management and non-managers
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-11Impact of Fayol’s Functions of Management
Impact of Fayol’s Functions of Management
• Emphasized the importance of carefully practicing efficient:• planning• organizing• commanding• coordinating• controlling
• Emphasized the importance of carefully practicing efficient:• planning• organizing• commanding• coordinating• controlling
• Management is a separate body of knowledge that can be applied in any type of organization
• A theory of management that can be learned and taught
• There is a need for teaching management in colleges
• Management is a separate body of knowledge that can be applied in any type of organization
• A theory of management that can be learned and taught
• There is a need for teaching management in colleges
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-12Definition of Organizational Behavior (OB)
Definition of Organizational Behavior (OB)
• The study of human behavior, attitudes, and performance within an organizational setting• drawing on theory, methods, and principles from
such disciplines as psychology, sociology, political science, and cultural anthropology
• to learn about individual, groups, structure, and processes
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-13
Key Points About OBKey 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
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
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-14
IndividualIndividual
GroupGroup
OrganizationOrganization
OrganizationalOrganizationalBehaviorBehavior
Social PsychologySocial Psychology
Political SciencePolitical Science
AnthropologyAnthropology
PsychologyPsychology
SociologySociology
DisciplineDiscipline Unit of AnalysisUnit of Analysis OutputOutput
Contributions to the Study of Organizational BehaviorContributions to the Study of Organizational Behavior
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-15Studying Organizational Behavior
Studying Organizational Behavior
Leaders and Organizational
Behavior
The Hawthorne Studies
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-16
OrganizationalProcesses
OrganizationalStructure
Change andInnovation
Understandingand Managing
IndividualBehavior
Group Behaviorand
InterpersonalInfluence
TheOrganization’sEnvironment
Topics in Studying and Understanding OB
Topics in Studying and Understanding OB
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-17The Basic Elements of a System
The Basic Elements of a System
InputsInputs ProcessProcess OutputsOutputs
EnvironmenEnvironmentt
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-18
Individual Individual effectivenesseffectiveness
Group Group effectivenesseffectiveness
Organizational Organizational effectivenesseffectiveness
Three Perspectives on Effectiveness
Three Perspectives on Effectiveness
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-19Time Dimension Model of Effectiveness
Time Dimension Model of Effectiveness
QualityQuality QualityQuality QualityQuality• ProductivityProductivity• EfficiencyEfficiency• SatisfactionSatisfaction
• AdaptivenessAdaptiveness• EfficiencyEfficiency• SatisfactionSatisfaction
• SurvivalSurvival
Short run Intermediate run Long run
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-20Systems Theory and Effectiveness (1 of 2)
Systems Theory and Effectiveness (1 of 2)
• 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
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-21Systems Theory and Effectiveness (2 of 2)
Systems Theory and Effectiveness (2 of 2)
• Organizational effectiveness is an all-encompassing concept that includes a number of component concepts
• The managerial task is to maintain the optimal balance among these components
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-22Managers can lead the way to higher levels of effectiveness by: (1 of 2)
Managers can lead the way to higher levels of effectiveness by: (1 of 2)
• Providing opportunities for training and continuous learning
• Sharing information with employees
• Encouraging cross-development partnerships
• Linking compensation to performance
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-23Managers can lead the way to higher levels of effectiveness by: (2 of 2)
Managers can lead the way to higher levels of effectiveness by: (2 of 2)
• Avoiding layoffs
• Being a supportive role model
• Respecting the differences across employees
• Being a good listener
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-24
Key Points (1 of 2)Key Points (1 of 2)
• The key to an organization’s success is its human resources
• Organizations need human resources that:• work hard• think creatively• perform excellently
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-25
Key Points (2 of 2)Key Points (2 of 2)
• Rewarding, encouraging, and nurturing the human resources in a timely and meaningful manner is what is required
• The behavior of employees is the key to achieving effectiveness
top related