Your SlideShare is downloading. ×
Organizational behaviour lession 1 development of ob
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Organizational behaviour lession 1 development of ob

2,056
views

Published on

Published in: Business, Technology

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,056
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
48
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Organizational Behaviour
    Unit 1
    Development
    of
    Organizational Behaviour
  • 2. Toward a definition of OB
    The concept of organizational behaviour is somewhat misleading because OB refers to the behaviour of people in an organization.
    An organization is a system of two or more people, engaged in cooperative action trying to reach a purpose(Kilduff and Doughberrysired in Champoux, 2006 p6).
    Hellriegel, slocum and Woodman (1995 p4) define organizational behaviour as a study of human behaviour, attitudes and performance in an organization.
  • 3. Toward a definition of OB
    It is interdisciplinary, drawing from concepts from social and clinical psychology, sociology, cultural anthropology, industrial engineering, and organizational psychology.
  • 4. Historical foundations of OB
    Scientific Management
    Frederick W. Taylor (1911)
    The four principles of Taylor’s scientific management:
    Carefully study the jobs to develop standard work practices. Standardize the tools used by workers.
    Select each worker scientifically.
    Management and workers cooperate to ensure that work is done according to standard procedures.
    Management plans and makes task assignments; workers carry out assigned task.
  • 5. Historical foundations of OB
    Theory of Administration
    Henri Fayol (1919)
    Fayol’s theory described the major management functions and several principles that act as a administrative guide.
    Five functions of management:
    Planning
    Organizing
    Commanding
    Coordinating
    controlling
  • 6. Historical foundations of OB
    Fayol (con’t)
    “all must observe the same general principles”. The principle of administration were central to his theory of administration. They are set tools a manager needs to perform the function of management.
    Division of labour
    Authority and responsibility
    Centralization
    Delegation of authority
    Unity of command
    Unity of direction
  • 7. Historical foundations of OB
    Bureaucracy (Max Weber, 1922)
    An administrative structure with well defined offices and functions and hierarchical relationships among the functions.
    The bureaucracy defines the authority when it develops its division of labour. The person who takes authority assumes the authority of that position.
  • 8. Historical foundations of OB
    Bureaucracy (con’t)
    Features:
    Clearly defined and specialized functions
    Use of legal authority
    Hierarchical form
    Written rules
    Technical trained bureaucrats
    Appointment based on technical competence
    Clearly defined career path
    Fixed formal relationships among clearly defined hierarchically organized functions.
  • 9. Historical foundations of OB
    Mary Parker Follet’s (1925) and Chester Bernard (1938) – humanistic perspective on management that emphasized:
    Importance of understanding human behaviours
    Needs and attitudes in the work place
    Social interaction and group processes
  • 10. Historical foundations of OB
    Human Relations Movement
    The human relations school considers that effective control comes from within the individual rather than from strict, authoritarian control.
    The relations movement emphasized satisfaction of employee’s basic needs as key to increased productivity.
    The Hawthorne Studies (1939) is a significant qualifying perspective as it emphasized the extent to which social pressures affect employees in the work place and how the relationship between managers and operatives influence the level of productivity in the work environment.
    Maslow and McGregor (1960) – motivation of the individual
  • 11. Historical foundations of OB
    Peter Drucker (1995)
    Proposed the philosophy of management by objectives (MBO) and self-control.
    Managers and employees define goals for every department, project, and person and use them to monitor subsequence performance.
  • 12. Why study OB?
    To attain the competencies needed to be an effective employee, team leader, and/or manager.
    Knowledge and skills gained should help to diagnose, understand, and explain what is happening around to an employee in his or her job.
  • 13. Issues in OB
    Issues in organizational behaviour are likely to result from areas of :
    Workforce diversity
    Changes in the work force and customers
    Gender
    Race and ethnicity
    Age
    Quality management
    Technology
    Global environment
    Ethics
  • 14. Categories of Diversity
    Primary Categories
    Secondary categories
    Effects on Organizational Behaviour
  • 27. Stages of development of OB