1. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 1 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Organizational Behavior and Opportunity

2. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Clockworks or Snake pit? Human Behavior in Organizations

3. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Organizational Behavior Definition:

4. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Psychosocial BehavioralInterpersonal Organizational Behavior: Dynamics in Organizations

5. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Organizational Design Jobs Work Design Performance Appraisal Organizational Structure Organizational Variables that Affect Human Behavior Communication

6. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved External Perspective Internal Perspective Each perspective has produced motivational & leadership theories.

7. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Psychology Management Anthropology Medicine Engineering Sociology Interdisciplinary Influences on Organizational Behavior

8. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reactions to Change Rigid and Reactive Open and Responsive

9. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Components of an Organization Task – People – Structure – Technology –

10. Open Systems View of Organization Outputs: Inputs: Task environment: 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. 1145. Reprinted by permission of James G. March Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

11. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Formal vs. Informal Organization Formal Organization – Informal Organization - Hawthorne Studies:

12. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Formal & Informal Elements of Organizations Formal organization (overt) Social Surface Informal organization (covert)

13. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved U.S. Gross Domestic Product Total $10.9 Trillion

14. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Six Focus Organizations 1. 2. 3. 4. 5. 6.

15. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Global Competition in Business Four challenges to managers relating to change in organizations 1. 2. 3. 4.

16. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Quality A potential means A rubric for A customer-oriented philosophy A cultural value

17. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Three key questions in evaluating quality-improvement ideas 1. 2. 3.

18. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Six Sigma A high-performance system to...

19. Contrasting Six Sigma and Total Quality Management Six Sigma TQM Source: Matt Barney. “Motorola’s Second Generation.” Six Sigma Forum Magazine (May 2002), 13. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

20. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Seven Categories in the Malcolm Baldrige National Quality Award Examination 1. 2. 3. 4. 5. 6. 7.

21. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Challenges to Managing Organizational Behavior 1. 2. 3. 4.

22. Learning about Organizational Behavior Learning Activity Development of specific skills** and abilities Mastery of basic objective knowledge* Application of knowledge and skills Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

23. Learning from Structured Activity Conclusions based on the systematic review (e.g., ) New or modified knowledge or skills (e.g., ) Systematic review of the structured activity (e.g., ) Individual or group structured activity (e.g., ) Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

24. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Three Assumptions Required for Learning from Structured Activity 1. 2. 3.

25. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Trends Affecting Managers TRUSTTRUST SECURITYSECURITY KNOWLEDGEKNOWLEDGE Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 1. 2. 3. 4. 5.

26. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Watchwords for Organizations in These Changing Times Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved