1. Chapter 1: Organizational Behavior as a Way of Thinking and Acting

2. Goals of the Text Examine the factors affecting human behavior
Analyze management problems from the individual’s perspective
Explore contemporary management
Understand core behavioral principles
Foster competency in critical skills
Provide exercises to enable you to learn cognitively and experientially

3. Chapter Objectives Importance of organizational behavior
Lenses through which to view OB
Skills critical to public and nonprofit management
Roots of OB in multiple disciplines
Values and assumptions of OB in the public and nonprofit sectors
Themes and purpose of the textbook

4. Human Behavior
Studying human behavior in public and nonprofit organizations enhances our understanding of
Our own behavior and ability to influence others
How we interact with others within the organization and the public

5. Serving the Public Interest
To be effective, managers and administrators must
Lead and motivate
Work effectively in groups
Communicate clearly
Think creatively
Navigate change
Manage conflict

6. View Through Multiple Lenses
Individual
Motivation
Communication
Understanding organizational goals/purpose

7. View Through Multiple Lenses
Group
Team membership
Team culture
Team goals/purpose

8. View Through Multiple Lenses
Organization
Structure
Management systems
Strategic plan
Decision making capabilities
Resources available

9. View Through Multiple Lenses
System
Funding
Legislators
Relations with public/constituencies

10. Public Organization Concerns
Motivating employees
Being an effective team leader
Leading and inspiring others
Communicating
Making effective decisions
Using power & politics appropriately
Having shared values
Managing conflict
Using diversity
Helping people be innovative and creative

11. Organizational Behavior Is…
Study of how people behave in public organizations
Concerned with
How people act
Their motivation
How people interact with others
Distinct from organizational theory
Emphasizes human behavior and individual values

12. Governance in the Public Interest Organizational Influences
Levels of Analysis
Governance in the Public Interest
Organizational Influences
Group Processes
The Individual
See Figure 1.1

13. The “What” of Management
External awareness
Interpretation
Representation
Co-ordination
Planning
Guidance
Budgeting
Managing material
Personnel management
Supervision
Monitoring
Evaluating
See Figure 1.2.
Source: Flanders & Utterback (1985).

14. The “How” of Management
Broad perspective
Strategic view
Environmental sensitivity
Leadership
Flexibility
Action orientation
Results focus
Communication
Interpersonal sensitivity
Technical competence
See Figure 1.2 (Page 7).
Source: Flanders & Utterback (1985).

15. Framework First-line managers Middle-level managers Executives
Technical competence, inter-personal sensitivity, communication
Middle-level managers
Leadership, action orientation, results focus
Executives
Broad perspective, environmental sensitivity, strategic view
See Figure 1.3.
Source: Flanders & Utterback (1985).

16. Roots
Early 1900s
Focus on controlling workers and manipulating environment
People viewed as extensions of their tools and machines
Motivation based on rewards or punishment

17. Roots Frederick Taylor (1911) Father of “scientific management”
A “best way” to perform a task with money as a motivator through a “piece rate”
Make workers (naturally lazy and stupid) more productive and would obey orders without questions

18. Roots Hugo Munsterberg Mary Parker Follett More humanistic
Greater attention to psychology of workers
Mary Parker Follett
Need to understand motivating desires of individuals and groups

19. Roots Hawthorne studies
Studied relationship between work conditions and fatigue/monotony among workers
People change behavior when they know they are being observed (Hawthorne effect)
Human relationships influenced the behavior of workers
Behavior and motivation is complex

20. Roots Chester Barnard Herbert Simon Kurt Lewin
Need to build co-operation function of the manager
Herbert Simon
Rational decision making and incentives
Kurt Lewin
Include workers in problem solving

21. Roots Douglas McGregor Abraham Maslow Vroom & Lawler
Unity of purpose; Theory X v. Theory Y
Abraham Maslow
Hierarchy of needs
Vroom & Lawler
Expectancy theory and expanded expectancy model for motivation
Likert, Argyris, and Blake & Mouton
Importance of groups and teams

22. Multidisciplinary Influences
Sociology
Anthropology
Political science
Management theorists
Psychology

23. Good Management Difference
Employee engagement makes a difference in productivity, quality, and customer service
Positive leadership factors
Strength-based approach
Positive perspective
Frequent recognition and encouragement
People don’t quit jobs, they quit their bosses

24. Themes
Understand the behavior, motivations, and actions of individuals in the public service
Focus on the distinctiveness of public organizations
Learn not only from reading but also from experience

25. Values and Assumptions
Human behavior is purposeful
Behavior is not random
Behavior can be changed through learning
People should be valued as humans
Public service is about serving others