Chapter 1: Organizational Behavior as a Way of Thinking and Acting

Goals of the Text Examine the factors affecting human behavior Analyze management problems from the individual’s perspective Explore contemporary management Understand core behavioral principles Foster competency in critical skills Provide exercises to enable you to learn cognitively and experientially

Chapter Objectives Importance of organizational behavior Lenses through which to view OB Skills critical to public and nonprofit management Roots of OB in multiple disciplines Values and assumptions of OB in the public and nonprofit sectors Themes and purpose of the textbook

Human Behavior Studying human behavior in public and nonprofit organizations enhances our understanding of Our own behavior and ability to influence others How we interact with others within the organization and the public

Serving the Public Interest To be effective, managers and administrators must Lead and motivate Work effectively in groups Communicate clearly Think creatively Navigate change Manage conflict

View Through Multiple Lenses Individual Motivation Communication Understanding organizational goals/purpose

View Through Multiple Lenses Group Team membership Team culture Team goals/purpose

View Through Multiple Lenses Organization Structure Management systems Strategic plan Decision making capabilities Resources available

View Through Multiple Lenses System Funding Legislators Relations with public/constituencies

Public Organization Concerns Motivating employees Being an effective team leader Leading and inspiring others Communicating Making effective decisions Using power & politics appropriately Having shared values Managing conflict Using diversity Helping people be innovative and creative

Organizational Behavior Is… Study of how people behave in public organizations Concerned with How people act Their motivation How people interact with others Distinct from organizational theory Emphasizes human behavior and individual values

Governance in the Public Interest Organizational Influences Levels of Analysis Governance in the Public Interest Organizational Influences Group Processes The Individual See Figure 1.1

The “What” of Management External awareness Interpretation Representation Co-ordination Planning Guidance Budgeting Managing material Personnel management Supervision Monitoring Evaluating See Figure 1.2. Source: Flanders & Utterback (1985).

The “How” of Management Broad perspective Strategic view Environmental sensitivity Leadership Flexibility Action orientation Results focus Communication Interpersonal sensitivity Technical competence See Figure 1.2 (Page 7). Source: Flanders & Utterback (1985).

Framework First-line managers Middle-level managers Executives Technical competence, inter-personal sensitivity, communication Middle-level managers Leadership, action orientation, results focus Executives Broad perspective, environmental sensitivity, strategic view See Figure 1.3. Source: Flanders & Utterback (1985).

Roots Early 1900s Focus on controlling workers and manipulating environment People viewed as extensions of their tools and machines Motivation based on rewards or punishment

Roots Frederick Taylor (1911) Father of “scientific management” A “best way” to perform a task with money as a motivator through a “piece rate” Make workers (naturally lazy and stupid) more productive and would obey orders without questions

Roots Hugo Munsterberg Mary Parker Follett More humanistic Greater attention to psychology of workers Mary Parker Follett Need to understand motivating desires of individuals and groups

Roots Hawthorne studies Studied relationship between work conditions and fatigue/monotony among workers People change behavior when they know they are being observed (Hawthorne effect) Human relationships influenced the behavior of workers Behavior and motivation is complex

Roots Chester Barnard Herbert Simon Kurt Lewin Need to build co-operation function of the manager Herbert Simon Rational decision making and incentives Kurt Lewin Include workers in problem solving

Roots Douglas McGregor Abraham Maslow Vroom & Lawler Unity of purpose; Theory X v. Theory Y Abraham Maslow Hierarchy of needs Vroom & Lawler Expectancy theory and expanded expectancy model for motivation Likert, Argyris, and Blake & Mouton Importance of groups and teams

Multidisciplinary Influences Sociology Anthropology Political science Management theorists Psychology

Good Management Difference Employee engagement makes a difference in productivity, quality, and customer service Positive leadership factors Strength-based approach Positive perspective Frequent recognition and encouragement People don’t quit jobs, they quit their bosses

Themes Understand the behavior, motivations, and actions of individuals in the public service Focus on the distinctiveness of public organizations Learn not only from reading but also from experience

Values and Assumptions Human behavior is purposeful Behavior is not random Behavior can be changed through learning People should be valued as humans Public service is about serving others