1. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 1 Organizational Behavior and Opportunity

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcome  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 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcome  Identify factors that contribute to 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 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Behavior Study of individual behavior and group dynamics in organizations 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Behavior: Dynamics in Organizations Organizational Behavior Psychosocial Interpersonal Behavioral 5

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Variables that Affect Human Behavior Jobs Work Design Communication Performance appraisal Organizational design Organizational structure 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interdisciplinary Influences on Organizational Behavior Psychology Science of human behavior Psychology Science of human behavior Sociology Science of society Sociology Science of society Engineering Applied science of energy and matter Engineering Applied science of energy and matter Anthropology Science of human learned behavior Anthropology Science of human learned behavior Management Overseeing activities and supervising people Management Overseeing activities and supervising people Medicine Applied science of healing or treating diseases Medicine Applied science of healing or treating diseases 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Reactions to Change Rigid and Reactive Open and Responsive 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Components of an Organization Organization’s mission, purpose, or goal for existing Task Human resources of the organization People Tools, knowledge, and/or techniques used to transform inputs into outputs Technology Tools, knowledge, and/or techniques used to transform inputs into outputs Structure 9

10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal vs. Informal Organization  Formal organization: Official, legitimate, and most visible part of the system  Informal organization: Unofficial and less visible part of the system  Hawthorne studies: Studies conducted during the 1920s and 1930s that suggested the importance of the informal organization 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Sectors of the U.S. Economy Large and small organizations Private sector Manufacturing sector Service sector Government sector Nonprofit sector 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Global Competition in Business Increased Global Competition Radical Change 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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? 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 1.3 - Learning about Organizational Behavior 15

16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 1.4 - Learning from Structured Activity 16

17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Application of Knowledge and Skills  Structured, experiential learning helps explore new behaviors and skills in a comparatively safe environment  Educates students rather than training them in organizational behavior  Students become coproducers in learning 17