1. Chapter 1 Introduction:Organizational Behavior in the 1990s Nelson & Quick

2. Organizational Behavior
The study of individual behavior and group
dynamics in organizational settings
Organizational Variables
Performance appraisal Work design
Human Behavior
Communications
Organizational Design
Organizational Structure Jobs 2

3. Organizational Vs Individual Point of View
Clockworks or Snake pit?
Human Behavior
in the Organization 4

4. Internal/External Perspective of Human Behavior
Understand human behavior in terms of
External events, behavioral consequences, & external forces
Thoughts,feelings, past experiences, and needs
Explain human behavior by examining
Surrounding external events & environmental forces
Individuals’ history & personal value system
Internal Perspective
External Perspective
Each Perspective has produced
motivational & leadership theories.

5. 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
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
Management
the study of overseeing
activities and supervising
people in organizations

6. 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, & the overall organization are designed at the macro level
Technology - the intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals (ch02)

7. Organizations as Systems
Outputs:
Products
Services
Inputs:
Material
Capital
Human
Task environment:
Competitors
Unions
Regulatory agencies
Clients
Structure
Task
Technology
People
(Actors)
Organizational Boundary
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

8. Formal vs Informal Organization
Formal Organization - the part of the organization that has legitimacy and official recognition
Informal Organization - the unofficial part of the organization
Hawthorne Studies: studies conducted during the 1920’s and 1930’s that discovered the existence of the
informal organization

9. Formal & Informal Elements of Organizations
Formal organization
(overt)
Goals & objectives
Policies & procedures
Job descriptions
Financial resources
Formal & Informal Elements of Organizations
Social
Surface
Informal organization
(covert)
Beliefs & assumptions about
people, work, the organization
Perceptions & attitudes
Values
Feelings, such as fear,
rage, despair, &
hope
Group norms

10. U.S. Gross Domestic Product
Total
$8.1 Trillion 6%
15%
12% 8%
40%
19%

11. Six Focus Organizations
Ford
Gateway 2000
Southwest Airlines
Starbucks
Harpo Entertainment
American Red Cross

12. Change Too much change = chaos Too little change = stagnation
How do you view change?
Threat
Opportunity

13. International Competition in Business
Thurow: the next several decades in business will be characterized by intense competition between the U.S., Japan, and Europe in core industries.
Success will require:
positive response to the competition in the international marketplace
responsiveness to ethnic, religious, and gender diversity in the workforce

14. Quality
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

15. Quality
Cannot be optimized
Is not a fad
Is not an end in itself
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?
YES means the idea should improve overall quality

16. Total Quality Management
the total dedication to continuous improvement and to customers so that the customers’ needs are met and their expectations exceeded
Total Quality is NOT
- a panacea for all organizations
- a guarantee of unqualified success

17. CEOs Advance Total Quality by:
Engaging in participative management
Being willing to change everything
Focusing quality efforts on customer service
Including quality as a criterion in reward systems
Improving the flow of information regarding quality improvement successes or failures
Being actively & personally involved in quality efforts

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

19. Challenges to Managing Organizational Behavior
1. Increasing globalization of organizations’ operating territory
2. Increasing diversity of organizational workforces
3. Continuing technological innovation with its companion need for skill enhancement
4. Continuing demand for higher levels of moral & ethical behavior at work

20. Learning about Organizational Behavior
Mastery of
basic objective
knowledge*
Application
of knowledge
and skills
Development of
specific skills**
and abilities
* Objective knowledge
knowledge that results
from research and
scholarly activities
** Skill development
the mastery of abilities
essential to successful
functioning in organizations

21. The Organizational Behavior Student is
a critical consumer of knowledge related to organizational behavior--one who is able to intelligently question the latest research results and distinguish plausible, sound new approaches from fads that lack substance or adequate foundation.

22. Learning from Structured Activity
Individual or group
structured activity
(e.g. group decision
activity)
New or modified
knowledge or skills
(e.g., consensus
group decisions are
better)
Systematic review
of the structured
activity (e.g.,
compare individual
& group results)
Conclusions based
on the systematic
review (e.g., the
group did better)

23. Three Assumptions Required for Learning from Structured Activity
Each student must accept responsibility for his/her own behavior, actions, & 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

24. Skills Identified by U.S. Department of Labor
Resource management skills
Information management skills
Personal interaction skills
Systems behavior & performance skills
Technology utilization skills

25. Watchwords for Organizations in These Changing Times