1. The Nature and Scope of Organizational Behavior
Chapter 1
Fundamentals of Organizational Behavior 2e Andrew J. DuBrin
PowerPoint Presentation by Charlie Cook

2. Learning Objectives Explain what organizational behavior means.
Summarize the research methods of organizational behavior.
Identify the potential advantages of organizational behavior knowledge.
Explain key events in the history of organizational behavior.
Describe how focusing on the human element can contribute to organizational and managerial effectiveness.
Understand how a person develops organizational skills.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

3. The Meaning of Organizational Behavior
Organizational behavior (OB) is
the study of human behavior in the workplace,
the interaction between people and the organization,
and the organization itself.
Organizational behavior’s major goals are to
explain, predict, and control behavior.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

4. OB Data Collection and Research Methods
Data collection methods
Survey questionnaires
Interviews
Direct observation
Systematic observation
Participant observation
Researcher methods
Case studies
Laboratory experiments
Field experiments (or studies)
Meta-analysis
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

5. Data collection methods- Surveys
Advantages:
1. Objective – the same information is gathered from every respondent
2. Quantitative – can compile results relatively easily
3. Fast – time is taken by respondents only. Does not tie up researcher to gather the information.
Disadvantages:
1. Does not allow for follow up or interpretation of comments
2. Limited in the number of topics to be covered
3. Relies on a certain level of literacy and understanding on the part of respondents
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

6. Data collection methods- Interviews
Advantages:
1. Richness of data – very detailed information can be obtained
2. Trust/ownership of participants – respondents may take more responsibility for the process
3. Allows for follow-up and probing of responses
Disadvantages:
1. Time – very time consuming because both researcher and respondents must meet
2. Results are qualitative and harder to evaluate
3. Relies on trained researchers to obtain best quality data
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

7. Data collection methods- Direct observation
Advantages:
1. Combines qualitative and quantitative information for a very rich pool of information
2. Full understanding – observer can observe until s/he fully grasps what is going on 3. Some jobs can be best understood by simply observing rather than asking about them
Disadvantages:
1. Time – requires researcher to be in the same place as observed
2. Slanted – the observed person knows they are being observed and may taint the performance
3. May lack completeness; whatever the participant doesn’t do doesn’t get observed
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

8. Benefits of Studying Organizational Behavior
Develop skills to function effectively in the workplace.
Grow personally through insight into human behavior.
Enhance overall organizational effectiveness
Sharpen and refine common sense.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

9. Key Developments in OB History
Scientific Management
Near the end of the nineteenth century
Frederick Taylor became interested in improving the efficiency of individual workers (Cheaper by the Dozen – Galbraiths)
The birth of time and motion studies
Elimination of waste and inefficiency
Strangely, this is now the essence of lean manufacturing, a concept we Americans believe we have borrowed from the Japanese
Taylor discovered that workers paced themselves so as not to run out of work
Job analysis; break the job down into each separate task
Management to determine the best way to perform each task
Management to establish the expected output from each task
Taylor also developed the idea that most people work only to earn money
Therefore, he felt piece work would be the best incentive
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

10. Key Developments in OB History
The Hawthorne Studies at Western Electric –
Originally intended as a study of the effects of environmental changes on productivity.
The Hawthorne Effect— the tendency of people to behave differently (perform better) when they receive attention.
Key Findings
Economic incentives are less potent than generally believed.
Dealing with human problems is complicated and challenging.
Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance.
Personal problems influence worker productivity.
Effective communication is critical to success.
Factors embedded in the social system influence behavior.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

11. Key Developments in OB History
The Human Relations Movement
Based on belief that managerial practices, morale, and productivity are strongly linked and that the proper working environment enhances worker capabilities.
Douglas McGregor – 1960 Human Side of Enterprise
Theory X
Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision.
Theory Y
Managers assume people enjoy work, accept responsibility, are innovative, and are self-controlling.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

12. Key Developments in OB History
The Contingency Approach
Emphasizes that there is no one best way to manage people. Different situations require managers to make decisions about which managerial methods and approaches to use in a specific instance.
Knowledge of organizational behavior and management is essential to the examination of individual and situational differences before deciding a course of action.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

13. Key Managerial Practices of Successful Organizations
Employment security.
High standards in selecting personnel.
Extensive use of self-managed teams and decentralized decision making.
Comparatively high compensation based on performance.
Extensive employee training.
Reduction of status differences between higher management and other employees.
Information sharing among managers and other workers.
Promotion from within.
EXHIBIT
1-1
Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998), pp. 64–98; Joanne Cole, Interview with Jeffery Pfeffer: “Putting People First,” HRFOCUS, April 1998, pp. 11–12; Pfeffer, “Producing Sustainable Competitive Advantage through the Effective Management of People,” Academy of Management Executive, February 1995, pp. 64–65.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

14. Key Managerial Practices of Successful Organizations
GROUP ACTIVITY
Take a few minutes to individually rank the Managerial Practices in order of importance to you.
Get with your group and compare notes.
Come up with a group consensus on rank ordering.
Share with the class.
What accounts for the differences?
What might this tell you about managing others?
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

15. Skill Development in Organizational Behavior
General learning model
Conceptual information and behavioral guidelines.
Conceptual information demonstrated by example and brief descriptions.
Experiential exercises in the form of practice cases and self-assessment exercises.
Feedback on skill utilization, or performance, from others.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

16. A Model for Developing Organizational Behavior Skills
Skill Development
in Organizational
Behavior
Learner Uses 1.
Conceptual knowledge
and behavior guidelines 2.
Conceptual information and
examples 3.
Experiential exercises 4.
Feedback on skill
utilization
EXHIBIT
1-2
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

17. A Framework for Studying Organizational Behavior
The Organizational System
and the Global Environment
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
organizational behavior
Individual Level
Individual differences, mental
ability, and personality
Learning, perception, attitudes,
values, and ethics
Individual decision making
and creativity
Foundation concepts of motivation
Conflict, stress, and well-being
Groups and Interpersonal
Relations
Interpersonal communication
Group dynamics and teamwork
Leadership
Power, politics, and influence
EXHIBIT
1-3
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.