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Chapter 1 power point
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Chapter 1 power point
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Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
Chapter 1 power point
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Chapter 1 power point
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Chapter 1 power point

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ORGB Chapter 1

ORGB Chapter 1

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  • A corporate takeover brings star advertising executive Dan Foreman (Dennis Quaid) a new boss who is half his age. Carter Duryea (Topher Grace), Dan’s new boss, wants to prove his worth as the new marketing chief at Sports America , Waterman Publishing’s flagship magazine. Carter applies his unique approaches while dating Dan’s daughter, Alex (Scarlett Johansson). This sequence follows Foreman’s reaction toward the end of a speech given by Globecom CEO Teddy K. (Malcom McDowell). Ask your students: 1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence? 2. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle? 3. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.
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    • 1. Chapter 1 Organizational Behavior and Opportunity• 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.• Understand 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. © 2011 Cengage Learning. All rights reserved.
    • 2. 1 Learning Outcome Define organizational behavior. Clockworks or Snake pit? © 2011 Cengage Learning. All rights reserved.
    • 3. Organizational Behaviorthe study of individual behavior andgroup dynamics in organizations © 2011 Cengage Learning. All rights reserved.
    • 4. Organizational Behavior: Dynamics in Organizations Psychosocial Organizational BehaviorInterpersonal Behavioral © 2011 Cengage Learning. All rights reserved.
    • 5. Organizational Variables that Affect Human Behavior CommunicationOrganizational PerformanceStructure Human Appraisal BehaviorWorkDesign Jobs Organizational Design © 2011 Cengage Learning. All rights reserved.
    • 6. External Perspective Understand behavior in terms of externalevents, environmental forces, and behavioral consequences. Internal Perspective Understand behavior in terms of thoughts, feelings, past experiences, and needs. Explain behavior by examining individuals’ history and personal value System.Explain behavior by examining surrounding external events and environmental forces.Both perspectives have producedmotivational & leadership theories. © 2011 Cengage Learning. All rights reserved.
    • 7. Sociology the science of society Psychology Engineering the science the applied science of human of energy & matter behavior InterdisciplinaryAnthropology Influences on Medicine the applied sciencethe science of the Organizational of healing or treating learned behavior diseases to enhance of human beings Behavior health and well-being Management the study of overseeing activities and supervising people in organizations © 2011 Cengage Learning. All rights reserved.
    • 8. 2 Learning Outcome Identify four action steps for responding positively in times of change. © 2011 Cengage Learning. All rights reserved.
    • 9. Reactions to ChangeRigid andReactive Open and Responsive © 2011 Cengage Learning. All rights reserved.
    • 10. 3 Learning Outcome Identify the important system components of an organization. © 2011 Cengage Learning. All rights reserved.
    • 11. Components of an OrganizationTask – an organization’s mission, purpose, or goal for existingPeople – the human resources of the organizationStructure – the manner in which an organization’s work is designed at the micro level; how departments, divisions, and the overall organization are designed at the macro levelTechnology – the tools, knowledge, and/or techniques used to transform inputs into outputs © 2011 Cengage Learning. All rights reserved.
    • 12. Open Systems View of Organization © 2011 Cengage Learning. All rights reserved.
    • 13. 4 Learning Outcome Describe the formal and informal elements of an organization. © 2011 Cengage Learning. All rights reserved.
    • 14. Formal vs. Informal OrganizationFormal Organization – the official, legitimate, and most visible part of the systemInformal Organization – the unofficial and less visible part of the system Hawthorne Studies: studies conducted during the 1920’s and 1930’s that suggested the importance of informal organizations © 2011 Cengage Learning. All rights reserved.
    • 15. Formal & Informal Elements of Organizations Social SurfaceFormal organization (overt) Goals and objectives Policies and procedures Job descriptions Informal organization (covert) Financial resources Beliefs and assumptions Authority structure Perceptions and attitudes Communication channels Values Products and services Feelings, such as fear, joy anger, trust, and hope Group norms Informal leaders © 2011 Cengage Learning. All rights reserved.
    • 16. 5 Learning Outcome Understand the diversity of organizations in the economy. © 2011 Cengage Learning. All rights reserved.
    • 17. Sectors of the U.S. EconomyManufacturing Nonprofit organizationsService Government © 2011 Cengage Learning. All rights reserved.
    • 18. 6 Learning Outcome Evaluate the opportunities that change creates for organizational behavior. © 2011 Cengage Learning. All rights reserved.
    • 19. Global Competition in BusinessFour challenges to managers relating to change in organizations • Globalization • Technological Innovation • Workplace Diversity • Ethics and Character © 2011 Cengage Learning. All rights reserved.
    • 20. [ QUALITY ]• Can give organizations in viable industries a competitive edge in international competition• A rubric for products and services of high status• A customer-oriented philosophy of management with implications for all aspects of organizational behavior• A cultural value embedded in successful organizations © 2011 Cengage Learning. All rights reserved.
    • 21. Three key questions in evaluating quality- improvement ideas1. Does the idea improve customerresponse?2. Does the idea accelerateresults?3. Does the idea raise theeffectiveness of resources? © 2011 Cengage Learning. All rights reserved.
    • 22. Six Sigmaa high-performance system forexecuting business strategy that iscustomer-driven, emphasizesquantitative decision making, andplaces a priority on saving money. © 2011 Cengage Learning. All rights reserved.
    • 23. Six Sigma vs. Total Quality Management © 2011 Cengage Learning. All rights reserved.
    • 24. Seven Categories in the MalcolmBaldrige National Quality Award Examination• Leadership• Information and analysis• Strategic quality planning• Human resource utilization• Quality assurance of products and services• Quality results• Customer satisfaction © 2011 Cengage Learning. All rights reserved.
    • 25. Challenges to Managing Organizational Behavior1. Increasing globalization of organizations’ operating territory2. Increasing diversity of organizational workforces3. Continuing technological innovation with its companion need for skill enhancement4. Continuing demand for higher levels of moral and ethical behavior at work © 2011 Cengage Learning. All rights reserved.
    • 26. 7 Learning Outcome Demonstrate the value of objective knowledge and skill development in the study of organizational behavior. © 2011 Cengage Learning. All rights reserved.
    • 27. Learning about Organizational BehaviorLearning Activity Mastery of basic objective Science knowledge Theories, Research, ArticlesDevelopment of The Real World specific skills and abilities Organizational and Work Context Application You of knowledge Copyright ©2011 Cengage Learning. and skills All rights reserved Assessments & Exercises
    • 28. Learning from Structured Activity Individual or group structured activity (e.g., group decision activity) New or modified Systematic review knowledge or skills of the structured (e.g., consensus activity (e.g., group decisions are compare individual better) & group results) Conclusions based on systematic review (e.g., the Copyright ©2011by Cengage Learning. group did better) All rights reserved
    • 29. Three Assumptions Required for Learning from Structured Activity• Each student must accept responsibility for his/her own behavior, actions, and 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 © 2011 Cengage Learning. All rights reserved.
    • 30. TRENDS AFFECTING MANAGERS • Industrial restructuring • Increased amount and availability of information • Need to attract and retain the best employees • Need to understand human and cultural differences • Rapid shortening of response times in all aspects of business Copyright ©2011 Cengage Learning. All rights reserved
    • 31. 1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?In Good Company 3. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle? 5. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown. © 2011 Cengage Learning. All rights reserved.

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