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  • Organizational behavior can be examined at 3 levels: organizational, group, and individual. OB is particularly important to managers.

Ob[1] Ob[1] Presentation Transcript

  • Introduction to Organizational Behavior
    • Provide an overview of the major challenges and the paradigm shift facing management now and in the next economy.
    • Outline an organizational behavior perspective for today’s management.
    • Summarize the Hawthorne studies as the starting point of modern organizational behavior.
    • Explain the methodology that is used to accumulate knowledge and facilitate understanding of organizational behavior.
    • Relate the various theoretical frameworks that serve as a foundation for a model of organizational behavior.
    • Present the social cognitive model of organizational behavior that serves as the conceptual framework for the text.
    • What is Organizational Behavior
    • Characteristics of Organizational Behavior
    • Why study Organizational Behavior
      • The Human Equation
      • Challenges in Managing
      • The New Paradigm
    • Hawthorne Studies and Research in O.B.
    • Sumerians- Record Keeping
    • Egyptians- Need for Planning and Control
    • Moses- Shared Leadership, Delegation
    • Hamurabi- First ______?
    • Alexander the Great- Use of Staff
    • Niccolo Machivelli- The ends _____ the ______.
    • Groups of people who work interdependently toward some purpose
      • Structured patterns of interaction
      • Coordinated tasks
      • Work toward some purpose
    • The study of individual behavior and group dynamics in organizations
    • Understand
    • Predict
    • Manage
  • (Continued)
  • e.g., Selection Systems e.g., Groupthink e.g., Personality Group Level Individual Level Organizational Level
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    • Cognitive Framework
      • Personality
      • Satisfaction, Commitment and Absenteeism Model
      • Attraction- Selection-Attrition Model
    • Behavioristic Framework
      • Pavlov’s Dogs
      • Environmental Contingencies
    • Social Cognitive Framework
      • Allows for more complexities
      • More accepted framework
  •  
    • What is Organizational Behavior
    • Characteristics of Organizational Behavior
    • Why study Organizational Behavior
      • The Human Equation
      • Challenges in Managing
      • The New Paradigm
    • Hawthorne Studies and Research in O.B.
  • Contingency Variables x y
  • Outputs : Products Services Inputs: Material Capital Human Task environment: Competitors Unions Regulatory agencies Clients Structure Task Technology People (Actors) Organizational Boundary
    • What is Organizational Behavior
    • Characteristics of Organizational Behavior
    • Why study Organizational Behavior
      • The Human Equation
      • Challenges in Managing
      • The New Paradigm
    • Hawthorne Studies and Research in O.B.
    • Competitive advantage of an organization today is represented by:
      • Human resource of an organization and how they are managed.
      • Widely recognized as human capital, social capital and positive psychological capital.
    • The academic field of organizational behavior has been around for at least the past thirty years.
    • Problems facing managers of human organization have been around since the beginning of civilization.
    • Although the problems with human organizations and the solutions over the ages have not really changed that much, the emphasis and surrounding environmental context certainly have.
    • This new environment is disruptive, discontinuous change. It represents a new paradigm, a new way of thinking about the workplace.
    • A paradigm simply establishes the rules (written or unwritten), defines the boundaries, and tells one how to behave within the boundaries to be successful.
    • For today’s and tomorrow’s organizations and management, there are new rules with different boundaries requiring new and different behaviors.
    • There is considerable resistance to change and why it is very difficult to move from the old management paradigm to the new.
    • Management has three major dimensions—technical, conceptual, and human.
    • “ One-eighth” situation—about one-eighth of today’s organizations believe it, do it, stick with it.
    • “ The Knowing-Doing Gap”—most managers know the value of the human factor and how to implement the approach to improve organizational performance, but still are not doing it.
    • What is Organizational Behavior
    • Characteristics of Organizational Behavior
    • Why study Organizational Behavior
      • The Human Equation
      • Challenges in Managing
      • The New Paradigm
    • Hawthorne Studies and Research in O.B.
    • Formal Organization - the official, legitimate, and most visible part of the system
    • Informal Organization - the unofficial and less visible part of the system
    Hawthorne Studies: studies conducted during the 1920’s and 1930’s that discovered the existence of the informal organization
    • The Illumination Studies: A Serendipitous Discovery
    • Subsequent Phases of the Hawthorne Studies
    • Implications of the Hawthorne Studies
    • THE HAWTHORNE EFFECT
    • The Overall Scientific Perspective
      • Understand
      • Predict
      • Control
    • Starting with Theory
    • The Use of Research Designs
      • Case
      • Survey
      • Experiments
    • The Validity of Studies
      • Internal
      • External
  • ? Questions
    • What is a paradigm?
    • What are some areas than have influenced the study of Org Behavior?
    • What are some concepts studied in Org Behavior?
    • Why should a manager know about this domain of knowledge?
    • Contrast formal versus informal organization
    • What happened in the Hawthorne Studies?
    • Why are they so important and what did we learn from them?
    • Describe 3 challenges facing managers today; why are they considered “challenges”?
    • Describe the 1/8 th rule or the “Knowing-Doing Gap”