PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 1 The Nature and Scope of Organizational Behavior

Copyright © 2005 South-Western. All rights reserved.1–2 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.

Copyright © 2005 South-Western. All rights reserved.1–3 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.

Copyright © 2005 South-Western. All rights reserved.1–4 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

Copyright © 2005 South-Western. All rights reserved.1–5 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.

Copyright © 2005 South-Western. All rights reserved.1–6 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

Copyright © 2005 South-Western. All rights reserved.1–7 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.

Copyright © 2005 South-Western. All rights reserved.1–8 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.

Copyright © 2005 South-Western. All rights reserved.1–9 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.

Copyright © 2005 South-Western. All rights reserved.1–10 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.

Copyright © 2005 South-Western. All rights reserved.1–11 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.

Copyright © 2005 South-Western. All rights reserved.1–12 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

Copyright © 2005 South-Western. All rights reserved.1–13 A Model for Developing Organizational Behavior Skills EXHIBIT 1-1

Copyright © 2005 South-Western. All rights reserved.1–14 A Framework for Studying Organizational Behavior EXHIBIT 1-2 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 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