Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Organizational Behavior and Opportunity Chapter 1 Organizational Behavior Nelson & Quick 6 th edition

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Organizational Behavior Organizational Behavior- Organizational Behavior- the study of individual behavior and group dynamics in organizations Photos courtesy of Clips Online, © 2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Organizational Behavior: Dynamics in Organizations BehavioralPsychosocialInterpersonal Organizational Behavior

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Organizational Variables that Affect Human Behavior Human Behavior Organizational Structure Organizational Design Performance Appraisal Communication Work Design Jobs

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Understanding Human Behavior Thoughts FeelingsExperiences Internal Perspective: Examining individuals’ history & personal values External Perspective: Examining surrounding external events & environmental forces Environmental Forces External Events Behavioral Consequences Photos courtesy of Clips Online, © 2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Psychology the science of human behavior Management the study of overseeing activities and supervising people in organizations Anthropology the science of the learned behavior of human beings Medicine the applied science of healing or treatment of diseases to enhance an individual’s health and well-being Engineering the applied science of energy & matter Sociology the science of society Interdisciplinary Influences on Organizational Behavior

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Components of an Organization Task - Task - an organization’s mission, purpose, or goal for existing People - People - the human resources of the organization Structure - Structure - the manner in which an organization’s work is designed at the micro level; how departments, divisions, & the overall organization are designed at the macro level Technology - Technology - the tools, knowledge, and/or techniques used to transform inputs into outputs

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Open Systems View of Organization Outputs: Products Services Inputs: Material Capital Human Task environment: Competitors Unions Regulatory agencies Clients 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 People (Actors) Structure Task Technology Organizational Boundary

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Formal vs. Informal Organization Formal Organization - Formal Organization - the official, legitimate, and most visible part of the system Informal Organization - Informal Organization - the unofficial and less visible part of the system Hawthorne Studies: Hawthorne Studies: studies conducted during the 1920’s and 1930’s that discovered the existence of the informal organization.

Formal & Informal Elements of Organizations Formal organization (overt) Goals & objectives Policies & procedures Job descriptions Financial resources Authority structure Communication channels Products and services Social Surface Informal organization (covert) Beliefs & assumptions Perceptions & attitudes Values Feelings, such as fear, joy anger, trust, & hope Group norms Informal leaders Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Challenges to Managing Organizational Behavior Increasing globalization of organizations’ operating territory Increasing diversity of organizational workforces Continuing demand for higher levels of moral & ethical behavior at work Continuing technological innovation with its companion need for skill enhancement

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Trends Affecting Managers Industrial restructuring Increased amount & availability of information Need to attract & retain the best employees Need to understand human & cultural differences Rapid shortening of response times in all aspects of business TRUST SECURITY PREDICTABILITY