for future reference

1. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-1
ORGANIZATIONAL BEHAVIOR
MANAGEMENT
Prepared by: Cheryl M. Asia

2. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter
Introduction to Organizational
Behavior
1

3. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-3
Introduction
• Organizations are much more than only a
means for providing goods and service
• They create the settings in which most of us
spend our lives
• They have profound influence on employee
behavior

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1-4
The core 21st
century qualities
needed to create the ideal
work atmosphere begin with
intelligence, passion, a strong
work ethic, and a genuine
concern for people.

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1-5
Managing and Working Today and in the
Future:
• Managers must become agile and
flexible to help their firms develop and
sustain competitive advantage
• To be successful, managers will need to
harness the powers of:
• information technology
• human capital

6. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-6
Rapidity of
Change
New Worker-
Employer
Psychological
Contract
Technology
Globalism
Cultural
Diversity
Power of
Human
Resources
Environmental Forces Reshaping
Management Practice

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1-7
Challenges of These Forces to Managers
• Resisting the reality of
these forces will likely lead
to:
• Unnecessary conflict
• Reduced managerial
performance
• Reduced non-
managerial performance
• Lost opportunities
• Resisting the reality of
these forces will likely lead
to:
• Unnecessary conflict
• Reduced managerial
performance
• Reduced non-
managerial performance
• Lost opportunities
• Failing to cope and deal
with these forces will likely
result in:
• Job dissatisfaction
• Poor morale
• Reduced commitment
• Lower work quality
• Burnout
• Poor judgment
• Unhealthy consequences
• Failing to cope and deal
with these forces will likely
result in:
• Job dissatisfaction
• Poor morale
• Reduced commitment
• Lower work quality
• Burnout
• Poor judgment
• Unhealthy consequences

8. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-8
The Origins of Management
Frederic W. Taylor’s
Scientific
Management
Principles
Henri Fayol’s
Functions of
Management

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1-9
Taylor’s Scientific Management Principles
(1 of 2)
• Develop a science for each element of an
employee’s work
• which replaces the old rule-of-thumb
method
• Scientifically select and then train, teach,
and develop the worker
• whereas in the past a worker chose the
work to do and was self-trained

10. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-10
Taylor’s Scientific Management Principles
(2 of 2)
• Heartily cooperate with each other to
insure that all work was done in
accordance with the principles of science
• There is an almost equal division of the
work and the responsibility between
management and non-managers

11. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Impact of Fayol’s Functions of Management
• Emphasized the
importance of carefully
practicing efficient:
• planning
• organizing
• commanding
• coordinating
• controlling
• Emphasized the
importance of carefully
practicing efficient:
• planning
• organizing
• commanding
• coordinating
• controlling
• Management is a separate
body of knowledge that can
be applied in any type of
organization
• A theory of management
that can be learned and
taught
• There is a need for
teaching management in
colleges
• Management is a separate
body of knowledge that can
be applied in any type of
organization
• A theory of management
that can be learned and
taught
• There is a need for
teaching management in
colleges

12. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-12
Definition of Organizational Behavior (OB)
• The study of human behavior, attitudes,
and performance within an organizational
setting
• drawing on theory, methods, and principles from
such disciplines as psychology, sociology, political
science, and cultural anthropology
• to learn about individual, groups, structure, and
processes

13. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
1-13
Key Points About OB
1. OB is a way of thinking
2. OB is multidisciplinary
3. There is a distinctly humanistic orientation
within OB
4. The field of OB is performance-oriented
5. The role of the scientific method is important in
studying variables and relationships
6. OB has a distinctive applications orientation
1. OB is a way of thinking
2. OB is multidisciplinary
3. There is a distinctly humanistic orientation
within OB
4. The field of OB is performance-oriented
5. The role of the scientific method is important in
studying variables and relationships
6. OB has a distinctive applications orientation

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Studying Organizational Behavior
Leaders and
Organizational
Behavior
The Hawthorne
Studies

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1-15
Organizational
Processes
Organizational
Structure
Change and
Innovation
Understanding
and Managing
Individual
Behavior
Group Behavior
and
Interpersonal
Influence
The
Organization’s
Environment
Topics in Studying and Understanding OB

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1-16
Key Points (1 of 2)
• The key to an organization’s success is
its human resources
• Organizations need human resources
that:
• work hard
• think creatively
• perform excellently

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Key Points (2 of 2)
• Rewarding, encouraging, and nurturing
the human resources in a timely and
meaningful manner is what is required
• The behavior of employees is the key to
achieving effectiveness