Week #1    MS-344 Organizational Behavior, DuBrin Chapter 1                        Discussion:       What is Organizationa...
The Meaning of Organizational Behavior    Organizational behavior (OB) is       the study of human behavior in the workpl...
…the study of human behavior in the workplace,interaction between     people and the organization, and the organization it...
OB Data Collection and Research Methods    Data collection methods      Survey questionnaires      Interviews      Dire...
Benefits of Studying Organizational Behavior    Develop skills to function effectively in     the workplace.    Grow per...
Key Developments in OB History    The Hawthorne Studies at Western Electric     Originally intended as a study of the eff...
Key Developments in OB History    The Human Relations Movement     Based on belief that managerial practices, morale,    ...
Key Developments in OB History    The Contingency Approach     Emphasizes that there is no one best way to manage      pe...
Key Managerial Practices of Successful    Organizations    1. Employment security.                    1. Extensive employe...
A Model for Developing    Organizational Behavior Skills     Learner Uses      1. Conceptual knowledge         and behavio...
A Framework for Studying Organizational Behavior     Individual Level                                    Groups and Interp...
Discussion:    Torpedoed Submarine Rolls.                           1–12
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Week1

  1. 1. Week #1 MS-344 Organizational Behavior, DuBrin Chapter 1 Discussion: What is Organizational Behavior?. 1–1
  2. 2. The Meaning of Organizational Behavior Organizational behavior (OB) is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself. Organizational behavior’s major goals are to explain, predict, and control behavior. Compare Definitions. 1–2
  3. 3. …the study of human behavior in the workplace,interaction between people and the organization, and the organization itself.…study of how employees work to …relationships and interactionsbecome assets of organization and how between different people with similarleadership works to assist them in doing or different roles, inside theso –SW organization, and their relationships…study of the interaction between with outside stakeholders -AKindividuals and groups (may includereactions) –JS …includes the way an enterprise…study of people’s work habits, ethics, condones doing business. Ethicsand how people conduct their day-to-day are the guide – VRtasks…how leaders can oversee work – …attitudes, customs and beliefs thatVK a company/organization holds – MF…interactions between various …behavior that is expected foremployees within the organization… certain ways of business. The wayencompasses various levels of people think and act in an organizedmanagement, chain of command withinorganization and interactions between manner. The way corporations willemployees and their superiors –JB gear its thinking or actions toward…actions taken by a group of people in other companies or people – JPan organized way…pre-thought in order …way in which you function andto have actions done at peak interact with fellow employees in aperformance of group - PB business setting – JK …attitude and judgment of those . within an organization –MB 1–3
  4. 4. OB Data Collection and Research Methods Data collection methods  Survey questionnaires  Interviews  Direct observation Systematic observation Participant observation Researcher methods  Case studies  Laboratory experiments  Field experiments (or studies)  Meta-analysis. 1–4
  5. 5. Benefits of Studying Organizational Behavior Develop skills to function effectively in the workplace. Grow personally through insight into human behavior. Enhance overall organizational effectiveness Sharpen and refine common sense.. 1–5
  6. 6. Key Developments in OB History The Hawthorne Studies at Western Electric  Originally intended as a study of the effects of environmental changes on productivity.  The Hawthorne Effect— the tendency of people to behave differently (perform better) when they receive attention.  Key Findings 1. Economic incentives are less potent than generally believed. 2. Dealing with human problems is complicated and challenging. 3. Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance. 4. Personal problems influence worker productivity. 5. Effective communication is critical to success. 6. Factors embedded in the social system influence behavior.. 1–6
  7. 7. Key Developments in OB History The Human Relations Movement  Based on belief that managerial practices, morale, and productivity are strongly linked and that the proper working environment enhances worker capabilities.  Douglas McGregor Theory X – Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision. Theory Y – Managers assume people enjoy work, accept responsibility, are innovative, and are self-controlling.. 1–7
  8. 8. Key Developments in OB History The Contingency Approach  Emphasizes that there is no one best way to manage people. Different situations require managers to make decisions about which managerial methods and approaches to use in a specific instance.  Knowledge of organizational behavior and management is essential to the examination of individual and situational differences before deciding a course of action.. 1–8
  9. 9. Key Managerial Practices of Successful Organizations 1. Employment security. 1. Extensive employee 2. High standards in training. selecting personnel. 2. Reduction of status 3. Extensive use of self- differences between managed teams and higher management and decentralized decision other employees. making. 3. Information sharing 4. Comparatively high among managers and compensation based on other workers. performance. 4. Promotion from within.EXHIBIT Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998), pp. 64–98; Joanne Cole, Interview with Jeffery Pfeffer: “Putting People First,” HRFOCUS, April 1998, 1-1 pp. 11–12; Pfeffer, “Producing Sustainable Competitive Advantage through the Effective Management of People,” Academy of Management Executive, February 1995, pp. 64–65.. 1–9
  10. 10. A Model for Developing Organizational Behavior Skills Learner Uses 1. Conceptual knowledge and behavior guidelines 2. Conceptual information and Skill Development examples in Organizational 3. Experiential exercises Behavior 4. Feedback on skill utilizationEXHIBIT 1-2. 1–10
  11. 11. A Framework for Studying Organizational Behavior Individual Level Groups and Interpersonal Relations Individual differences, mental ability, and personality Interpersonal communication Learning, perception, attitudes, Group dynamics and teamwork values, and ethics Leadership Individual decision making Power, politics, and influence and creativity Foundation concepts of motivation Conflict, stress, and well-being The Organizational System and the Global Environment Organizational structure and design Organizational culture and change The learning organization and knowledge management Cultural diversity and internationalEXHIBIT organizational behavior 1-3. 1–11
  12. 12. Discussion: Torpedoed Submarine Rolls. 1–12

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