Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 1 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Organizational Behavior and Opportunity

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Clockworks or Snake pit? Human Behavior in Organizations

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Organizational Behavior Definition:

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Psychosocial BehavioralInterpersonal Organizational Behavior: Dynamics in Organizations

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Organizational Design Jobs Work Design Performance Appraisal Organizational Structure Organizational Variables that Affect Human Behavior Communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved External Perspective Internal Perspective Each perspective has produced motivational & leadership theories.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Psychology Management Anthropology Medicine Engineering Sociology Interdisciplinary Influences on Organizational Behavior

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reactions to Change Rigid and Reactive Open and Responsive

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Components of an Organization Task – People – Structure – Technology –

Open Systems View of Organization Outputs: Inputs: Task environment: Organizational Boundary Based on Harold Levitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J.G. March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965, p Reprinted by permission of James G. March Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Formal vs. Informal Organization Formal Organization – Informal Organization - Hawthorne Studies:

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Formal & Informal Elements of Organizations Formal organization (overt) Social Surface Informal organization (covert)

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved U.S. Gross Domestic Product Total $10.9 Trillion

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Six Focus Organizations

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Global Competition in Business Four challenges to managers relating to change in organizations

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Quality A potential means A rubric for A customer-oriented philosophy A cultural value

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Three key questions in evaluating quality-improvement ideas

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Six Sigma A high-performance system to...

Contrasting Six Sigma and Total Quality Management Six Sigma TQM Source: Matt Barney. “Motorola’s Second Generation.” Six Sigma Forum Magazine (May 2002), 13. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Seven Categories in the Malcolm Baldrige National Quality Award Examination

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Challenges to Managing Organizational Behavior

Learning about Organizational Behavior Learning Activity Development of specific skills** and abilities Mastery of basic objective knowledge* Application of knowledge and skills Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Learning from Structured Activity Conclusions based on the systematic review (e.g., ) New or modified knowledge or skills (e.g., ) Systematic review of the structured activity (e.g., ) Individual or group structured activity (e.g., ) Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Three Assumptions Required for Learning from Structured Activity

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Trends Affecting Managers TRUSTTRUST SECURITYSECURITY KNOWLEDGEKNOWLEDGE Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Watchwords for Organizations in These Changing Times Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved