1. Chapter 1 Organizational Behavior and Opportunity
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2. Organizational Behavior
Study of individual behavior and group dynamics in organizations

3. © 2011 Cengage Learning. All rights reserved.
What is an Organization?
A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives.
What objectives are we interested in and why?
© 2011 Cengage Learning. All rights reserved.

4. Models of Human Behavior: External and Internal Perspective
Studies a worker’s mind to understand their behavior
Focuses on thoughts, feelings, past experiences, and needs of the individual
External perspective
Focuses on factors outside the person to understand behavior
Includes external events, consequences, and environmental forces

5. Kurt Lewin
Behavior is a function of both the person and the environment (system).
B = f (P/E)

6. Your explanation for the behavior that you observe (caused by a combination of person and environment factors) is critical because it determines your reaction to the behavior, and the thing you control the most at work is your own personal behavior.

7. 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

8. 1.1 An Open-Systems View of Organization

9. Process S C U U P S T L O I M E E R R
Inputs
Outputs
Process S U P L I E R C U S T O M E R
A process is a series of related tasks;
A system is a group of related processes

10. Time for an exercise?

12. Total Process materials methods supervision measurement equipment 15%
Individual
effort
training
staffing

13. Sterman (1994)
“When we attribute behavior to people rather than system structure, the focus of management becomes the search for extraordinary people to do the job rather than designing the job so that ordinary people can do it.”

14. Grade distribution Spring 2012
C = 1
D = 0
F = 0
How do you explain the fact that 61% made an A?

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

16. Formal and Informal Elements of Organizations
Social Surface
Formal organization (overt)
Goals and objectives
Policies and procedures
Job descriptions
Financial resources
Authority structures
Communication channels
Products and services
Informal organization
(covert)
Beliefs and assumptions
Perceptions and attitudes
Values
Feelings (fear, joy, anger, trust, and hope)
Group norms
Informal leaders

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

18. Six Sigma High-performance system for executing business strategy
Customer-driven
Emphasizes quantitative decision making
Places a priority on saving money
Phases for tackling problems
Measure
Analyze
Improve
Control

19. 1.1 Contrasting Six Sigma and Total Quality Management

20. Seven Categories in Malcolm Baldrige National Quality Award Examination
Leadership
Information and analysis
Strategic quality planning
Human resource utilization
Quality assurance of products and services
Quality results
Customer satisfaction

21. Challenges to Managing Organizational Behavior
Increasing globalization of organizations’ operating territory
Increasing diversity of organizational workforces
Continuing demand for higher levels of moral and ethical behavior at work