Chapter 1 Organizational Behavior and Opportunity Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Organizational Behavior Study of individual behavior and group dynamics in organizations

© 2011 Cengage Learning. All rights reserved. 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.

Models of Human Behavior: External and Internal Perspective Studies a worker’s mind to understand their behavior Focuses on thoughts, feelings, past experiences, and needs of the individual External perspective Focuses on factors outside the person to understand behavior Includes external events, consequences, and environmental forces

Kurt Lewin Behavior is a function of both the person and the environment (system). B = f (P/E)

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.

Interdisciplinary Influences on Organizational Behavior Psychology Science of human behavior Sociology Science of society Engineering Applied science of energy and matter Anthropology Science of human learned behavior Management Overseeing activities and supervising people Medicine Applied science of healing or treating diseases

1.1 An Open-Systems View of Organization

Process S C U U P S T L O I M E E R R Inputs Outputs Process S U P L I E R C U S T O M E R A process is a series of related tasks; A system is a group of related processes

Time for an exercise?

Total Process materials methods supervision measurement equipment 15% Individual effort training staffing

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.”

Grade distribution Spring 2012 C = 1 D = 0 F = 0 How do you explain the fact that 61% made an A?

Formal and Informal Organization Official, legitimate, and most visible part of the system Formal organization Unofficial and less visible part of the system Hawthorne studies: Studies conducted during the 1920s and 1930s suggest the importance of informal organization Informal organization

Formal and Informal Elements of Organizations Social Surface Formal organization (overt) Goals and objectives Policies and procedures Job descriptions Financial resources Authority structures Communication channels Products and services Informal organization (covert) Beliefs and assumptions Perceptions and attitudes Values Feelings (fear, joy, anger, trust, and hope) Group norms Informal leaders

Key Questions in Evaluating Quality-Improvement Ideas Does the idea improve customer response? Does the idea accelerate results? Does the idea increase effectiveness of resources?

Six Sigma High-performance system for executing business strategy Customer-driven Emphasizes quantitative decision making Places a priority on saving money Phases for tackling problems Measure Analyze Improve Control

1.1 Contrasting Six Sigma and Total Quality Management

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

Challenges to Managing Organizational Behavior Increasing globalization of organizations’ operating territory Increasing diversity of organizational workforces Continuing demand for higher levels of moral and ethical behavior at work