More Related Content
Similar to Georgejoneschap1
Similar to Georgejoneschap1 (20)
Georgejoneschap1
- 2. Chapter Objectives
Define organizational behavior and explain
how and why it determines the
effectiveness of an organization
Appreciate why the study of organizational
behavior improves a person’s ability to
understand and respond to events that
take place in a work setting
Differentiate between the three levels at
which organizational behavior is examined
1-2
©2005 Prentice Hall
- 3. Chapter Objectives
Appreciate the way changes in an
organization’s external environment
continually create challenges for
organizational behavior
Describe the four main kinds of forces in
the environment that post the most
opportunities and problems for
organizations today
1-3
©2005 Prentice Hall
- 4. IKEA’s Global Approach to OB
IKEA strives to increase employees’ skills and
knowledge
IKEA provides employees with rewards that
encourage high performance
IKEA encourages employee commitment and
cooperation
1-4
©2005 Prentice Hall
- 5. What is an Organization?
An organization is a collection of people
who work together to achieve individual and
organizational goals
– Individual goals
– Organizational goals
1-5
©2005 Prentice Hall
- 6. What is Organizational Behavior?
Organizational behavior (OB): the study of
factors that have an impact on how people
and groups act, think, feel, and respond to
work and organizations, and how
organizations respond to their environments
1-6
©2005 Prentice Hall
- 7. Figure 1.1
What is Organizational Behavior?
Insert Figure 1.1 here
1-7
©2005 Prentice Hall
- 8. Figure 1.2 Levels of Analysis
Organizational Level
Group Level
Individual
Level
1-8
©2005 Prentice Hall
- 9. Figure 1.3 Components of
Organizational Behavior
Understanding
organizational behavior
requires studying
Part One Individuals in Organizations
Part Two Group and Team Processes
Part Three Organizational Processes
1-9
©2005 Prentice Hall
- 10. What is Management?
Management is the process of planning,
organizing, leading, and controlling an
organization’s human, financial, material,
and other resources to increase its
effectiveness
1-10
©2005 Prentice Hall
- 11. Figure 1.4 Four Functions of
Management
Planning
Organizing
Decide on organizational goals
and allocate and use
resources to
achieve those goals
Establish the rules and
reporting relationships that
allow people to
achieve organizational goals
Controlling
Evaluate how well the
organization is achieving goals
and take action to
maintain, improve, and correct
performance
1-11
Leading
Encourage and coordinate
individuals and groups
so that they work
toward organizational goals
©2005 Prentice Hall
- 12. Table 1.1: Mintzberg’s
Managerial Roles
1-12
Figurehead
Liaison
Disseminator
Entrepreneur
Resource allocator
Leader
Monitor
Spokesperson
Disturbance
handler
Negotiator
©2005 Prentice Hall
- 14. Figure 1.5 An Open Systems View of
Organizational Behavior
1-14
©2005 Prentice Hall
- 16. Changing Social and Cultural
Environment
National culture
Organizational ethics and well-being
Diverse work force
1-16
©2005 Prentice Hall
- 19. Evolving Global Environment
Understanding Global
Differences
Improve Organization’s
Behaviors and
Procedures in
Response to Those
Differences
1-19
©2005 Prentice Hall
- 22. Appendix 1A: A Short History of
Organizational Behavior
1-22
F.W. Taylor and Scientific Management
Mary Parker Follett
Hawthorne Studies
Theory X and Y
©2005 Prentice Hall
- 23. F.W. Taylor and
Scientific Management
Scientific management: the systematic
study of relationships between people and
tasks for the purpose of redesigning the
work process to increase efficiency
The amount of and effort each employee
expends to produce a unit of output can be
reduced by increasing specialization and the
division of labor
1-23
©2005 Prentice Hall
- 24. Four Principles of
Scientific Management
1. Study the way employees perform their
tasks, gather informal job knowledge that
employees possess, and experiment with
ways of improving the way tasks are
performed
2. Codify the new methods of performing
tasks into written rules and standard
operating procedures
1-24
©2005 Prentice Hall
- 25. Four Principles of
Scientific Management_2
3. Carefully select employees so that they
possess skills and abilities that match the
needs of the task, and train them to perform
the task according to the established rules
and procedures
4. Establish an acceptable level of
performance for a task, and then develop a
pay system that provides a reward for
performance above the acceptable level
1-25
©2005 Prentice Hall
- 26. Mary Parker Follett
Management must consider the human side
Employees should be involved in job
analysis
Person with the knowledge should be in
control of the work process regardless of
position
Cross-functioning teams used to accomplish
projects
1-26
©2005 Prentice Hall
- 27. The Hawthorne Studies
Hawthorne Works of the Western Electric
Company; 1924-1932
Initiated as an attempt to investigate how
characteristics of the work setting affect
employee fatigue and performance (i.e.,
lighting)
Found that productivity increased regardless
of whether illumination was raised or
lowered
1-27
©2005 Prentice Hall
- 28. The Hawthorne Studies_2
Factors influencing behavior:
– Attention from researchers
– Manager’s leadership approach
– Work group norms
The “Hawthorne Effect”
1-28
©2005 Prentice Hall
- 29. Douglas McGregor:
Theory X and Theory Y
Theory X
Average employee is lazy,
dislikes work, and will try to
do as little as possible
Manager’s task is to
supervise closely and
control employees through
reward and punishment
1-29
Theory Y
Employees will do what is
good for the organization
when committed
Manager’s task is create a
work setting that
encourages commitment to
organizational goals and
provides opportunities for
employees to be exercise
initiative
©2005 Prentice Hall
