1. 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.
Understand 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.
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2. Clockworks or Snake pit?
Learning Outcome 1
Define organizational behavior.
Clockworks or Snake pit?
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3. Organizational Behavior
the study of individual behavior and
group dynamics in organizations
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4. Organizational Behavior: Dynamics in Organizations
Psychosocial
Organizational
Behavior
Interpersonal
Behavioral
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5. Organizational Variables that
Affect Human Behavior
Communication
Organizational
Structure
Performance
Appraisal
Human
Behavior
Work
Design
Jobs
Organizational
Design
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6. External Perspective Internal Perspective
Understand behavior in terms of external
events, environmental forces, and behavioral consequences.
Internal
Perspective
Understand behavior
in terms of thoughts,
feelings, past experiences,
and needs.
Explain behavior by
examining individuals’
history and personal value
System.
Explain behavior by examining surrounding external events and environmental forces.
Both perspectives have produced
motivational & leadership theories.
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7. 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
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8. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 2
Identify four action steps for responding positively in times of change.
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9. © 2011 Cengage Learning. All rights reserved.
Reactions to Change
Rigid and
Reactive
Open and
Responsive
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10. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 3
Identify the important system components of an organization.
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11. Components of an Organization
Task – an organization’s mission, purpose, or goal for existing
People – the human resources of the organization
Structure – the manner in which an organization’s work is designed at the micro level; how departments, divisions, and the overall organization are designed at the macro level
Technology – the tools, knowledge, and/or techniques used to transform inputs into outputs
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12. Open Systems View of Organization
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13. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 4
Describe the formal and informal elements of an organization.
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14. 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
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15. Formal & Informal Elements of Organizations
Formal organization
(overt)
Goals and objectives
Policies and procedures
Job descriptions
Financial resources
Authority structure
Communication channels
Products and services
Social Surface
Informal organization
(covert)
Beliefs and assumptions
Perceptions and attitudes
Values
Feelings, such as fear, joy
anger, trust, and hope
Group norms
Informal leaders
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16. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 5
Understand the diversity of organizations in the economy.
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17. Sectors of the U.S. Economy
Manufacturing
Nonprofit organizations
Service
Government
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18. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 6
Evaluate the opportunities that change creates for organizational behavior.
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19. Global Competition in Business
Four challenges to managers relating to change in organizations
Globalization
Technological Innovation
Workplace Diversity
Ethics and Character
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20. © 2011 Cengage Learning. All rights reserved.
[QUALITY]
Can give organizations in viable industries a competitive edge in international competition
A rubric for products and services of high status
A customer-oriented philosophy of management with implications for all aspects of organizational behavior
A cultural value embedded in successful organizations
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21. 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?
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22. © 2011 Cengage Learning. All rights reserved.
Six Sigma
a high-performance system for
executing business strategy that is
customer-driven, emphasizes
quantitative decision making, and
places a priority on saving money.
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23. Six Sigma vs. Total Quality Management
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24. © 2011 Cengage Learning. All rights reserved.
Seven Categories in the 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
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25. 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
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26. © 2011 Cengage Learning. All rights reserved.
Learning Outcome 7
Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.
© 2011 Cengage Learning. All rights reserved.

27. 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
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Cengage Learning.
All rights reserved
Assessments & Exercises

28. Learning from Structured Activity
Individual or group
structured activity
(e.g., group decision
activity)
Systematic review
of the structured
activity (e.g.,
compare individual
& group results)
New or modified
knowledge or skills
(e.g., consensus
group decisions are
better)
Conclusions based
on systematic
review (e.g., the
group did better)
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by Cengage Learning.
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29. Three Assumptions Required for Learning from Structured Activity
Each student must accept responsibility for his/her own behavior, actions, and learning
Each student must actively participate in the individual/group structured learning activity
Each student must be open to new information, new skills, new ideas, and experimentation
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30. Copyright ©2011 Cengage Learning. All rights reserved
AFFECTING MANAGERS
TRENDS
Industrial restructuring
Increased amount and availability of information
Need to attract and retain the best employees
Need to understand human and cultural differences
Rapid shortening of response times in all aspects of business
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31. The film sequence shows three people interacting in a work environment
The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?
The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle?
Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.
In Good Company
A corporate takeover brings star advertising executive Dan Foreman (Dennis Quaid) a new boss who is half his age.
Carter Duryea (Topher Grace), Dan’s new boss, wants to prove his worth as the new marketing chief at Sports America, Waterman Publishing’s flagship magazine. Carter applies his unique approaches while dating Dan’s daughter, Alex (Scarlett Johansson). This sequence follows Foreman’s reaction toward the end of a speech given by Globecom CEO Teddy K. (Malcom McDowell).
Ask your students:
1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?
2. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle?
3. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.