Chapter 1 Organizational Behavior and Opportunity 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. 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. Learning Outcomes © 2013 Cengage Learning

Organizational Behavior the study of individual behavior and group dynamics in organizations © 2013 Cengage Learning

Organizational Behavior: Dynamics in Organizations Psychosocial Organizational Behavior Interpersonal Behavioral © 2013 Cengage Learning

Organizational Variables that Affect Human Behavior Communication Organizational Structure Performance Appraisal Human Behavior Work Design Jobs Organizational Design © 2013 Cengage Learning

Interdisciplinary Influences on Organizational Behavior Sociology the science of society Psychology the science of human behavior Engineering the applied science of energy & matter Interdisciplinary Influences on Organizational Behavior Medicine the applied science of healing or treating diseases to enhance health and well-being Anthropology the science of the learned behavior of human beings Management the study of overseeing activities and supervising people in organizations © 2013 Cengage Learning

Reactions to Change Rigid and Reactive Open and Responsive © 2013 Cengage Learning

Components of an Organization Task – an organization’s mission, purpose, or goal for existing People – the human resources of the organization Technology – the tools, knowledge, and/or techniques used to transform inputs into outputs Structure – the wide range of tools, knowledge, and/or techniques used to transform inputs into outputs © 2013 Cengage Learning

Formal vs. Informal Organization Formal Organization – the official, legitimate, and most visible part of the system Informal Organization – the unofficial and less visible part of the system Hawthorne Studies: studies conducted during the 1920’s and 1930’s that suggested the importance of informal organizations © 2013 Cengage Learning

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 © 2013 Cengage Learning

Sectors of the U.S. Economy Nonprofit organizations Manufacturing Government Service © 2013 Cengage Learning

Three key questions in evaluating quality-improvement ideas 1. Does the idea improve customer response? 2. Does the idea accelerate results? 3. Does the idea raise the effectiveness of resources? © 2013 Cengage Learning

Learning about Organizational Behavior Learning Activity Mastery of basic objective knowledge Science Theories, Research, Articles The Real World Development of specific skills and abilities Organizational and Work Context You Application of knowledge and skills © 2013 Cengage Learning Assessments & Exercises