chapter 7 :Organisational behavior

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Chapter 7 : Organizational Behavior
Presented By:
Nada Alsubki
Sara Alfowzan

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Nada A Alsubki
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Out Lines:
• Introduction.
• Organizational Behavior.
• Influences on Organizational Behaviors.
• Principles of Organizational Behavior.
• Organizational Behavior: Major Themes.

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Nada A Alsubki
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Introduction.
• Behaviors is the way in which someone conducts on himself or his
behavior.
• Organization is a consciously coordinated social unit, composed of two
or more people, that functions on a relatively continuous basis to a
achieve a common goal or set of goals.

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Organizational Behavior.
• The study of organizational behavior includes the aspects of the behavioral sciences that focus on the understanding of
human behavior in organizations.
• Students of public administration have always been interested in the behavior of people in government organizations. In
these early days, there were also great concerns about micro issues: how individuals within organizations operated and
how decisions were made.
• Mary Parker Follett (1868–1933) made significant contributions in the public administration’s goal to understand how
organizations worked. Indeed, one might say that she was a major voice for what today would be called participatory
management. She wrote about the advantages of exercising “power with” as opposed to “power over.” Her “law of the
situation” was contingency management in its humble origins. Follett was one of the first to focus on the theory of
individuals within organizations, which of course is the core of understanding organizational behavior.

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Nada A Alsubki
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Influences on Organizational Behaviors.
• ….
Organization Structure (Macro level)
Group (Meso Level)
Individual (Micro
Level)

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Principles of Organizational Behavior.
• Individuals ( the nature of humans)
• Organization.
OB is a Knowledge base That helps people work
together
To improve the
performance of the
organizations

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Nada A Alsubki
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Organizational Behavior: Major Themes.
• Group dynamics.
• Organization development.
• The impact of personality on organizational behavior.
• The impact of bureaucratic structure on organizational behavior.
• Motivation.
• The future of organizations.

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Group dynamics.
• Organizations involve the development of formal and informal work groups built around
specializations.
• Groups develop norms (shared beliefs, values, and assumptions) and expect conformity
through reward and punishment.
• Group dynamics is the subfield of organizational behavior concerned with the nature of
groups, how they develop, and how they interrelate with individuals and other groups.
• Primary groups (face-to-face interaction): Formal (task-oriented) , Informal (socially-
defined). Critical to the functioning of the organization.

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Organization development (OD).
• Organization development (OD) is planned organizational change. Organizations exist in a dynamic
environment, both internally and externally, to which they must respond or become ineffectual.
• (OD) is not a philosophy, but a strategy for increasing organizational effectiveness.
• The origins of the organization development movement can be generally traced to the Hawthorne studies.
• (OD) is just a tool for managers to gain control and give directions to the inevitable changes within their
organizations.

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The Impact of Bureaucratic Structure on Behavior
• Each organization has structures that define the unique ways that labor is divided,
how specialized roles and functions are coordinated, how information flows
among people and groups, and how the system controls (task measurement,
evaluation, and change) the work.
• Structure is only one of the forces that affect behavior. Others include peer group
pressure, group norms, social and technical aspects of work tasks, and internal and
external cultures.

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…
• The structures of a bureaucracy are inherently conservative.
A Common complaint is the slow response, however it reflects legal
mandates.
• As governments increase in size, bureaucratic organizations provide an
ideal structural model, that allows control from the top, on the other
hand it also stifles initiative.

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Motivation.
• Hawthorne experiments – Workplaces are predominantly social
institutions. Direct challenge to economic models of motivation.
• Maslow’s needs hierarchy.

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Motivation.
• Motivation – hygiene theory.
• Determinants of job satisfaction.
• Achievement, recognition, work itself, responsibility, and advancement (Job
content - motivations). Internal
• Determinants of job dissatisfaction.
• Company policy and administration, supervision, salary, interpersonal relations,
and working conditions (job environment – hygiene). External.

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Motivation.
• Toward a democratic environment.
• A more participatory management style.
• Three stratagems for a more democratic working environment.
Symbolic.
Management-initiated.
Management-union initiated.

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Motivation.
Douglas McGregor.
• Theory X.
• The average human being has an inherent dislike for work.
• Most people must be coerced or threatened with punishment to get them to put
forth adequate effort.
• People prefer to be directed and wish to avoid responsibility.
• RESULT – Hierarchy and military organization.

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Motivation.
• Theory Y.
• The expenditure of physical and mental effort in work is as natural as play or rest.
• A person will exercise self-direction and self-control in the service of objectives to which he is
committed.
• Avoidance of responsibility, lack of ambition, and emphasis on security are generally consequences
of experience, not inherent human characteristics.
• The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the
solution of organizational problems is widely, not narrowly, distributed in the population.

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Motivation.
• Assumptions about behavior can be self-fulfilling prophecies.
• However, public organizations have difficulty developing coherent
philosophies because of conflicting goals and objectives.

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The Future of Organizations:
• Post-bureaucratic organizations.
• Bennis – Temporary society (adaptive organizations).
• Toffler – Adhocracy.
• However, hierarch still dominates, still serves a purpose in bringing
order out of chaos.

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The Future of Organizations:
• Postmodernism.
• What is really changing organizations is postmodernism: increasing
complexity and unpredictability.
• Primary source: information technology.
• Instant access to information eliminates the need for multiple levels of
hierarchy.
• Power arising from technology – Technocracy.

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The Future of Organizations:
• Themes of postmodernism.

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Thank You
• …