1. Organizational Behavior and Opportunity

2. 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.

3. 5 Understand the diversity of organizations in the economy, as exemplified by the six focus organizations.
Recognize the opportunities that change creates for organizational behavior.
Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.

4. Organizational Behavior Defined
Organizational behavior is individual behavior and group dynamics in organizations.

5. Times of Challenge and Change
The call to competition, contest or battle
Times of Challenge and Change
The transformation or modification of an organization and/or its stakeholders
Lead to Opportunities
Favorable times or chances for progress and advancement

6. Organizational Variables that Affect Human Behavior
Jobs
Work Design
Communication
Performance Appraisal
Organizational Design
Organizational Structure

7. Two Perspectives on Human Behavior
Understands behavior through factors inside the person
Interprets behavior through thoughts and feelings
Internal
Understands behavior through factors outside the person
Interprets behavior through external events and environmental factors
External

8. Interdisciplinary Influences on Organizational Behavior Anthropology
the science of human learned behavior
Psychology
the science
of human behavior
Engineering
the applied science
of energy and matter
Interdisciplinary
Influences on
Organizational
Behavior
Medicine
the applied science
of healing or treatment of diseases to enhance an individual’s health and well-being
Sociology
the science
of society
Management
the study of overseeing
activities and supervising
people in organizations

9. Behavior in Times of Change
In the midst of change, people often become rigid and reactive, rather than open and responsive
See the opportunity in change
Have a positive attitude
Ask questions
Listen to the answers
Be committed to success

10. Organizations as Open Systems
Organizations are open systems of interacting components
People, tasks, technology, and structure come together for a purpose
Internal components interact with external components in the task environment
Competitors
Customers
Vendors

11. Internal 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 systems of communication, authority and roles, and workflow

13. The Formal and 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
The importance of employees’ moods, emotions, and dispositional affect is a key factor in critical organizational outcomes.

16. Six Focus Organizations
Netflix, Inc.
Ford Motor Company
Oracle Corporation
Groupon
Dyson
QuikTrip

17. The Challenges of Change
Three challenges for managers relating to change in organizations:
Globalization leads to intense rivalry
Workforce diversity
Ethnic
Religious
Gender
Ethics

18. Quality Is…
A potential means for giving organizations in viable industries a competitive edge in international competition
A rubric for products and services that are of high status
A customer-oriented philosophy of management with implications for all aspects of organizational behavior
A cultural value embedded in successful organizations

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

20. A philosophy for company-wide quality improvement Characterized by
Six Sigma
A philosophy for company-wide quality improvement
Characterized by
Customer-driven approach
Quantitative decision making
A priority on saving money

22. Managers Act to Advance Total Quality
Engage in participative management
Be willing to change everything
Focus quality efforts on customer satisfaction (not cost cutting)
Include quality as a reward criterion
Communicate quality improvement successes (or failures)
Be actively and personally involved in quality efforts

23. 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

24. Learning about Organizational Behavior
First, the science of organizational behavior requires the mastery of a certain body of objective knowledge from research and scientific activities
Second, the practice of organizational behavior requires skill development based on knowledge and an understanding of yourself
Third, both objective knowledge and skill development must be applied in real-world settings

27. Trends Affecting Managers
Industrial restructuring
A dramatic increase in the amount and availability of information
A need to attract and retain the best employees
A need to understand a wide range of human and cultural differences
A rapid shortening of response times in all aspects of business activities

28. The Challenge for Managers Today
Reweaving the fabric of human relationships within, across, and outside the organization requires
Trust
Predictability
A sense of security

29. Knowledge Becomes Power
Knowledge base
Facts
Information
Theories

30. In Good Company Video Clip
Which aspects of organizational behavior and management discussed earlier in this chapter appear among the three people in this work environment?
These three people represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Forman, and Mark Steckle?
Critique the behavior in the sequence. What are the positive and negative aspects of the behavior shown?