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- 1. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 1 Chapter 1 The Study of Organizations Learning Objectives After completing Chapter 1, you should be able to: Define The term organizational behavior Explain The contingency approach to managing behavior Identify Why managing workplace behaviors is different in different countries Compare The goal, systems, and stakeholder approaches to effectiveness Describe The type of environmental forces that make it necessary for organizations to change
- 2. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 2 Chapter Outline Studying Organizational Behavior A Model for Managing Organizations Perspectives on Effectiveness The Nature of Managerial Work Three Ways to Think about Effectiveness Managerial Work & the Behavior, Structure, and Processes of Organizations
- 3. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 3 Organizational behavior is a field of study that draws on theory, methods & principles from different disciplines. It seeks to learn about: Individuals’ perceptions, values, learning capacities, & actions while working in groups & within the organization. The effect of the external environment on the organization and its human resources, missions, objectives, & strategies.
- 4. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 4 Focuses on human behavior at individual, group, & organizational levels. Is multidisciplinary. Has a humanistic orientation. Is performance oriented. Is affected by the external environment. Relies on the scientific method. Has an applications orientation. Organizational behavior:
- 5. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 5 FIGURE 1-1: CONTRIBUTIONS TO THE STUDY AND APPLICATION OF OB Psychology Sociology Social Psych. Pol. Science Anthropology Individual Group Organization Field of OB Perception Recruitment Values Selection Attitudes Motivation Organization theory Power Organization culture Work teams Group development Change Behavioral change Group Attitude change decision making Group processes Influence tactics Empowerment Power and ethics Conflict resolution Political strategies Illusion of power Cross-cultural Values & morals communication Cross-cultural analysis Behavior Science Topic, model, technique Level of Analysis
- 6. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 6 Organizational behavior follows principles of human behavior Organizations are social systems Multiple factors shape organizational behavior Contingency approach: there’s no one best way to manage in every situation; managers must find different ways that fit different situations Structure and processes affect organizational behavior and the emergent culture OPERATING ASSUMPTIONS
- 7. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 7 Organizational Structure A blueprint that shows how people & jobs are grouped in an organization. Depicted in an organization chart. Organizational Processes Activities that give life to organizational structure, such as communication, decision making, & career development.
- 8. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 8 FIGURE 1-2: A MODEL FOR MANAGING ORGANIZATIONS Behavior within organizations: The individual Individual differences and diversity (chapter 4) Content explanations of motivation (chapter 5) Process explanations of motivation (chapter 6) Rewards obtained through organized behavior (chapter 7) Behavior within organizations: Groups and interpersonal influence Group behavior and teamwork (chapter 8) Intergroup behavior and team building (chapter 9) Realities of power and politics (chapter 10) Basic explanations for effective leadership practice (chapter 11) The structure and design of organizations The structural anatomy of organizations (chapter 13) Designing effective jobs in the global era (chapter 14) Designing effective organizations in the global era (chapter 15) Managing effective change and renewal processes (ch. 18) The processes of organizations Managing effective communication processes (chapter 16) Managing effective decision-making processes (chapter 17) Environment Environment
- 9. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 9 FIGURE 1-3: THREE PERSPECTIVES ON EFFECTIVENESS Organizational effectiveness Individual effectiveness Group effectiveness
- 10. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 10 FIGURE 1-4: CAUSES OF EFFECTIVENESS Organizational effectiveness Group effectiveness Individual effectiveness Causes Ability Skill Knowledge Attitude Motivation Stress Causes Cohesiveness Leadership Structure Status Roles Norms Causes Environment Technology Strategic choices Structure Processes Culture
- 11. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 11 FIGURE 1-5: MANAGEMENT’S CONTRIBUTION TO EFFECTIVENESS0 Management performs the functions of: Planning Organizing Leading Controlling To attain: Individual effectiveness Group effectiveness Organizational effectiveness To coordinate the behavior of: Individuals Groups Organizations Feedback
- 12. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 12 PLANNING Determining where the organization should be going & developing a plan to get there. Involves analyzing alternatives for action based on their degree of fit with the organization’s mission.
- 13. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 13 Designing the responsibility & authority of each individual job. Determining which of these jobs will be grouped into specific departments. Creating an effective organizational structure. ORGANIZING
- 14. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 14 Influencing people to perform well & achieve organizational goals. Channeling human behavior toward organizational goals. The most human-oriented management function. Executive leaders express the organization’s ideals to external constituents. LEADING
- 15. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 15 Ensuring that the organization’s actual performance conforms with planned performance. Controlling activities include employee selection & placement, performance appraisal, materials inspection, & financial statement analysis. CONTROLLING
- 16. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 16 THREE APPROACHES TO EFFECTIVENESS Goal approach Systems theory approach Stakeholder approach
- 17. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 17 Inputs Outputs Environment FIGURE 1-6: BASIC ELEMENTS OF A SYSTEM Process System: A grouping of elements that individually establish relationships with each other and interact with their environment both as individuals and as a collective.
- 18. Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2000 18 FIGURE 1-7: RELATIONSHIPS AMONG MANAGEMENT FUNCTIONS & INDIVIDUAL, GROUP & ORGANIZATIONAL EFFECTIVENESS Management Functions Planning Organizing Leading Controlling Individuals Objectives Job designs Delegated authority Person-centered influence Individual standards of performance Groups Goals Department or unit Group-centered influence Group standards of performance Organizations Missions Integrative methods & processes Entity-centered influence Organization standards of performance Sources of Effectiveness
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