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0324224702_37356.ppt 0324224702_37356.ppt Presentation Transcript

  • Chapter 1 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Organizational Behavior and Opportunity
  • Clockworks or Snake pit? Human Behavior in Organizations
  • Organizational Behavior
    • Definition:
  • Psychosocial Behavioral Interpersonal Organizational Behavior: Dynamics in Organizations
  • Organizational Design Jobs Work Design Performance Appraisal Organizational Structure Organizational Variables that Affect Human Behavior Communication
  • External Perspective Internal Perspective Each perspective has produced motivational & leadership theories .
  • Psychology Management Anthropology Medicine Engineering Sociology Interdisciplinary Influences on Organizational Behavior
  • Reactions to Change Rigid and Reactive Open and Responsive
  • Components of an Organization
    • Task –
    • People –
    • Structure –
    • Technology –
  • 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
  • Formal vs. Informal Organization
    • Formal Organization –
    • Informal Organization -
    Hawthorne Studies:
  • Formal & Informal Elements of Organizations Formal organization (overt) Social Surface Informal organization (covert)
  • U.S. Gross Domestic Product Total $10.9 Trillion
  • Six Focus Organizations 1. 2. 3. 4. 5. 6.
  • Global Competition in Business
    • Four challenges to managers relating to change in organizations
      • 1.
      • 2.
      • 3.
      • 4.
  • Quality
    • A potential means
    • A rubric for
    • A customer-oriented philosophy
    • A cultural value
  • Three key questions in evaluating quality-improvement ideas 1. 2. 3.
  • Six Sigma
    • A high-performance system to . . .
  • 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
  • Seven Categories in the Malcolm Baldrige National Quality Award Examination 1. 2. 3. 4. 5. 6. 7.
  • Challenges to Managing Organizational Behavior
    • 1.
    • 2.
    • 3.
    • 4.
  • 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
  • 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
  • Three Assumptions Required for Learning from Structured Activity
    • 1.
    • 2.
    • 3.
  • Trends Affecting Managers
    • 1.
    • 2.
    • 3.
    • 4.
    • 5.
    TRUST SECURITY KNOWLEDGE 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