Chapter 1 Organizational Behavior and Opportunity

Learning Outcome Define organizational behavior Identify four action steps for responding positively in times of change Identify the important system components of an organization Describe the formal and informal elements of an organization

Learning Outcome Identify factors that contribute to the diversity of organizations in the economy Describe the opportunities that change creates for organizational behavior Demonstrate the value of objective knowledge and skill development in the study of organizational behavior

Organizational Behavior Study of individual behavior and group dynamics in organizations

Organizational Behavior: Dynamics in Organizations Psychosocial Organizational Behavior Behavioral Interpersonal

Organizational Variables that Affect Human Behavior Jobs Work Design Communication Performance appraisal Organizational design Organizational structure

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

Reactions to Change Rigid and Reactive Open and Responsive

Components of an Organization Task Organization’s mission, purpose, or goal for existing People Human resources of the organization Technology Tools, knowledge, and/or techniques used to transform inputs into outputs Structure Tools, knowledge, and/or techniques used to transform inputs into outputs

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

Sectors of the U.S. Economy Private sector Nonprofit sector Large and small organizations Manufacturing sector Government sector Service sector

Global Competition in Business Increased Global Competition Radical Change

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

Challenges to Managing Organizational Behavior Increasing globalization of organizations’ operating territory Increasing diversity of organizational workforces Continuing technological innovation with its companion need for skill enhancement Continuing demand for higher levels of moral and ethical behavior at work

Figure 1.3 - Learning about Organizational Behavior

Figure 1.4 - Learning from Structured Activity

Application of Knowledge and Skills Structured, experiential learning helps explore new behaviors and skills in a comparatively safe environment Educates students rather than training them in organizational behavior Students become coproducers in learning