This document provides an introduction to the field of organizational behavior. It discusses how organizational behavior is the study of what people think, feel, and do within organizations. It examines individual and group behavior at multiple levels, including the individual, team, and organizational levels. The document also outlines some of the history of organizational behavior as an academic field and discusses why studying organizational behavior is important. Finally, it introduces some key perspectives on organizational effectiveness, including the goal attainment, open systems, and organizational learning perspectives.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
The document discusses organizational behavior and key concepts related to it. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It also outlines common management functions like planning, organizing, leading, and controlling. Additionally, it discusses topics like attitudes, their components and determinants, as well as outcomes of job satisfaction such as its relationship with productivity and turnover.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document compares and contrasts traditional arts versus contemporary arts. Traditional arts are part of a culture's history, skills and knowledge that are passed down through generations. They involve art forms created by hand like painting, sculpture, and printmaking. Contemporary arts are modern arts that reflect current ideas and concepts through various mediums. They aim to enact social change, while traditional arts represent ancient ideas and ways of life.
The document discusses the concepts of management and organization. It defines management as coordinating human and material resources to achieve organizational objectives. Managers plan and direct work, monitor performance, and take corrective actions. They may directly oversee workers or supervise other supervisors. Good managers know how to manage people rather than needing expertise in each worker's tasks. The document also examines managerial roles, skills, and the functions of planning, organizing, staffing, leading, and controlling in management.
This document discusses the functions, roles, and skills of a manager. It begins by defining a manager as someone who plans, organizes, leads, and controls people to achieve organizational goals. It then outlines the main functions of management as planning, organizing, leading, and controlling. It differentiates between the three levels of management - top-level managers who make strategic decisions, middle-level managers who implement strategies, and frontline managers who oversee daily operations. Finally, it discusses important managerial skills like conceptual skills, technical skills, and human skills, as well as the ten main roles managers play as identified by Mintzberg, including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur
Organisational behaviour is primarily concerned with that aspect of human behaviour which is relevant for organisational performance. It studies human behaviour at individual level, group level, and organisational level.
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals, groups, and structures affect behavior within organizations for the purpose of improving organizational effectiveness. The scope of organizational behavior includes studying individuals, their attitudes, values, and motivation. It also includes studying groups, including dynamics, communication, leadership, and conflicts between groups. The goal is to understand and predict human behavior in organizations so managers can create environments that optimize performance.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
The document discusses organizational behavior and key concepts related to it. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It also outlines common management functions like planning, organizing, leading, and controlling. Additionally, it discusses topics like attitudes, their components and determinants, as well as outcomes of job satisfaction such as its relationship with productivity and turnover.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document compares and contrasts traditional arts versus contemporary arts. Traditional arts are part of a culture's history, skills and knowledge that are passed down through generations. They involve art forms created by hand like painting, sculpture, and printmaking. Contemporary arts are modern arts that reflect current ideas and concepts through various mediums. They aim to enact social change, while traditional arts represent ancient ideas and ways of life.
The document discusses the concepts of management and organization. It defines management as coordinating human and material resources to achieve organizational objectives. Managers plan and direct work, monitor performance, and take corrective actions. They may directly oversee workers or supervise other supervisors. Good managers know how to manage people rather than needing expertise in each worker's tasks. The document also examines managerial roles, skills, and the functions of planning, organizing, staffing, leading, and controlling in management.
This document discusses the functions, roles, and skills of a manager. It begins by defining a manager as someone who plans, organizes, leads, and controls people to achieve organizational goals. It then outlines the main functions of management as planning, organizing, leading, and controlling. It differentiates between the three levels of management - top-level managers who make strategic decisions, middle-level managers who implement strategies, and frontline managers who oversee daily operations. Finally, it discusses important managerial skills like conceptual skills, technical skills, and human skills, as well as the ten main roles managers play as identified by Mintzberg, including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur
Organisational behaviour is primarily concerned with that aspect of human behaviour which is relevant for organisational performance. It studies human behaviour at individual level, group level, and organisational level.
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals, groups, and structures affect behavior within organizations for the purpose of improving organizational effectiveness. The scope of organizational behavior includes studying individuals, their attitudes, values, and motivation. It also includes studying groups, including dynamics, communication, leadership, and conflicts between groups. The goal is to understand and predict human behavior in organizations so managers can create environments that optimize performance.
A lost item was found. No other details are provided in the single word document. The document contains very little information that can be summarized in 3 sentences or less.
The other definition simply states that an entrepreneur is someone who works for himself or herself.
http://www.researchomatic.com/Entrepreneurship-139143.html
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
ANALYZE RELATIONSHIO AMONG NATIONS AND STATES IN THE CONTEXT OF GLOBALIZATION...MikeeMagss
The document discusses the concepts of nation, state, and globalization. A nation is defined as a group of people who share a common language, territory, ethnicity, and culture, whereas a state is a community with a defined territory and sovereign government. Key differences are that a nation is based on shared cultural identity while a state is a political unit. Globalization is defined as the growing interdependence and integration of economies and societies worldwide through increased trade and information sharing. The document evaluates how globalization influences the relationship between nations and states.
This document contains a quiz on marketing principles for a technical vocational class. It covers topics like SWOT analysis, marketing planning, marketing audits, and the marketing mix (product, price, place, promotion). It also discusses marketing environments (macro and micro), strategic vs. tactical marketing, and principles of marketing like the goals of marketing and customer lifetime value. The quiz contains 30 multiple choice questions testing understanding of these concepts.
Chapter 2 - the Firm and its EnvironmentJOMAR NARVAS
The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning, organizational culture, economic development phases, types of business organizations, and competitive forces that influence industry competition.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
The document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB include describing, understanding, predicting, and controlling human behavior in organizations. Key forces that influence organizational behavior include people, structure, technology, and the external environment. Effective OB helps improve organizational performance and effectiveness.
Social enterprises in the Philippines aim to directly address social needs through products, services, and work provided by marginalized groups. They operate as businesses to achieve a clear social mission, investing profits back into social programs rather than increasing individual assets. Key social enterprises discussed include Gawad Kalinga, Human Nature, and Enchanted Farm Social Businesses, which employ and support marginalized communities while providing environmentally-friendly products and services. The proposed Magna Carta bill would help the social enterprise sector through loans, insurance, capacity building, procurement preferences, and tax incentives.
This document discusses managing change and diversity in organizations. It defines organizational change as any alteration in people, structure, or technology brought about by external or internal forces. Organizational diversity refers to the individual differences that make people similar and different. The document discusses that managing change and diversity are related as bringing change depends on the people within the organization. It also discusses managing resistance to change through education, participation, support, information manipulation, and coercion if necessary. Making cultural changes slowly and setting examples through management behavior are also discussed.
The document discusses entrepreneurship and intrapreneurship. It defines entrepreneurship as seeking opportunities to create new things and exploiting those opportunities to start new businesses. Intrapreneurship refers to behaving entrepreneurially within an existing company. The document outlines key activities of entrepreneurs like identifying opportunities and exploiting them. It provides examples of successful entrepreneurs like Tony Tan Caktiong of Jollibee and Bill Gates of Microsoft. It also discusses how companies can foster intrapreneurship through policies like allocating resources and time for innovative projects. Overall, the document compares entrepreneurs and intrapreneurs while outlining strategies for organizations to promote entrepreneurial behavior.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Chapter 2 The Firm and Its Environment lesson 1GLADS123
This document provides an overview of key concepts relating to a firm's environment and environmental scanning. It defines the external and internal business environments and lists their major components. The external environment includes economic, sociocultural, political-legal, demographic, technological, and ecological factors. The internal environment comprises a firm's resources. The chapter will cover identifying environmental forces, local and international business contexts, economic development phases, and business organization forms. Environmental scanning techniques like SWOT analysis and benchmarking are also introduced.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
The document discusses the entrepreneurial mindset. It describes an entrepreneurial mind frame that remains optimistic during crises by seeing opportunities. An entrepreneurial passion drives them to fulfill their vision. They also have emotional intelligence to nurture relationships. Entrepreneurs intuitively sense things and have courage. Successful new products emerge from the creative, technical and business minds converging. The entrepreneurial mind is creative, suspicious of predictions, comfortable with uncertainty, open to experimentation, and functionally humble.
Introduction to organization & management (1)JERALONGAKIT1
This document discusses key concepts related to organization and management. It begins by outlining the objectives of the lesson, which are to discuss the nature of management, explain its importance, differentiate between efficiency and effectiveness, identify factors influencing management practices, and appreciate the importance of management. It then defines management, discusses it as both a science and an art, and explains the differences between efficiency and effectiveness. Finally, it outlines several factors that influence modern management practices, including globalization, technology, sustainability, psychology, and business ecosystems.
This document provides an overview of organizational behavior. It defines OB as a field that studies how individuals, groups and structure influence behavior in organizations in order to improve effectiveness. The document outlines the contributing disciplines to OB including psychology, social psychology, sociology, and political science. It also discusses the three main goals of OB as explanation, prediction and control. Finally, it identifies several major challenges and opportunities for managers in applying OB concepts such as managing diversity, stimulating innovation and improving people skills.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
A lost item was found. No other details are provided in the single word document. The document contains very little information that can be summarized in 3 sentences or less.
The other definition simply states that an entrepreneur is someone who works for himself or herself.
http://www.researchomatic.com/Entrepreneurship-139143.html
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
ANALYZE RELATIONSHIO AMONG NATIONS AND STATES IN THE CONTEXT OF GLOBALIZATION...MikeeMagss
The document discusses the concepts of nation, state, and globalization. A nation is defined as a group of people who share a common language, territory, ethnicity, and culture, whereas a state is a community with a defined territory and sovereign government. Key differences are that a nation is based on shared cultural identity while a state is a political unit. Globalization is defined as the growing interdependence and integration of economies and societies worldwide through increased trade and information sharing. The document evaluates how globalization influences the relationship between nations and states.
This document contains a quiz on marketing principles for a technical vocational class. It covers topics like SWOT analysis, marketing planning, marketing audits, and the marketing mix (product, price, place, promotion). It also discusses marketing environments (macro and micro), strategic vs. tactical marketing, and principles of marketing like the goals of marketing and customer lifetime value. The quiz contains 30 multiple choice questions testing understanding of these concepts.
Chapter 2 - the Firm and its EnvironmentJOMAR NARVAS
The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning, organizational culture, economic development phases, types of business organizations, and competitive forces that influence industry competition.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
The document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB include describing, understanding, predicting, and controlling human behavior in organizations. Key forces that influence organizational behavior include people, structure, technology, and the external environment. Effective OB helps improve organizational performance and effectiveness.
Social enterprises in the Philippines aim to directly address social needs through products, services, and work provided by marginalized groups. They operate as businesses to achieve a clear social mission, investing profits back into social programs rather than increasing individual assets. Key social enterprises discussed include Gawad Kalinga, Human Nature, and Enchanted Farm Social Businesses, which employ and support marginalized communities while providing environmentally-friendly products and services. The proposed Magna Carta bill would help the social enterprise sector through loans, insurance, capacity building, procurement preferences, and tax incentives.
This document discusses managing change and diversity in organizations. It defines organizational change as any alteration in people, structure, or technology brought about by external or internal forces. Organizational diversity refers to the individual differences that make people similar and different. The document discusses that managing change and diversity are related as bringing change depends on the people within the organization. It also discusses managing resistance to change through education, participation, support, information manipulation, and coercion if necessary. Making cultural changes slowly and setting examples through management behavior are also discussed.
The document discusses entrepreneurship and intrapreneurship. It defines entrepreneurship as seeking opportunities to create new things and exploiting those opportunities to start new businesses. Intrapreneurship refers to behaving entrepreneurially within an existing company. The document outlines key activities of entrepreneurs like identifying opportunities and exploiting them. It provides examples of successful entrepreneurs like Tony Tan Caktiong of Jollibee and Bill Gates of Microsoft. It also discusses how companies can foster intrapreneurship through policies like allocating resources and time for innovative projects. Overall, the document compares entrepreneurs and intrapreneurs while outlining strategies for organizations to promote entrepreneurial behavior.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Chapter 2 The Firm and Its Environment lesson 1GLADS123
This document provides an overview of key concepts relating to a firm's environment and environmental scanning. It defines the external and internal business environments and lists their major components. The external environment includes economic, sociocultural, political-legal, demographic, technological, and ecological factors. The internal environment comprises a firm's resources. The chapter will cover identifying environmental forces, local and international business contexts, economic development phases, and business organization forms. Environmental scanning techniques like SWOT analysis and benchmarking are also introduced.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
The document discusses the entrepreneurial mindset. It describes an entrepreneurial mind frame that remains optimistic during crises by seeing opportunities. An entrepreneurial passion drives them to fulfill their vision. They also have emotional intelligence to nurture relationships. Entrepreneurs intuitively sense things and have courage. Successful new products emerge from the creative, technical and business minds converging. The entrepreneurial mind is creative, suspicious of predictions, comfortable with uncertainty, open to experimentation, and functionally humble.
Introduction to organization & management (1)JERALONGAKIT1
This document discusses key concepts related to organization and management. It begins by outlining the objectives of the lesson, which are to discuss the nature of management, explain its importance, differentiate between efficiency and effectiveness, identify factors influencing management practices, and appreciate the importance of management. It then defines management, discusses it as both a science and an art, and explains the differences between efficiency and effectiveness. Finally, it outlines several factors that influence modern management practices, including globalization, technology, sustainability, psychology, and business ecosystems.
This document provides an overview of organizational behavior. It defines OB as a field that studies how individuals, groups and structure influence behavior in organizations in order to improve effectiveness. The document outlines the contributing disciplines to OB including psychology, social psychology, sociology, and political science. It also discusses the three main goals of OB as explanation, prediction and control. Finally, it identifies several major challenges and opportunities for managers in applying OB concepts such as managing diversity, stimulating innovation and improving people skills.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Introduction
Definition
History of OB
Foundation of OB
Nature of OB
Importance of OB
Role of OB
Challenges in the OB
Disciplines contributing to OB
Model of OB
Limitation of OB
Introduction to Organisational BehaviourISAAC Jayant
Organisational behavior is a field of study that investigates the impact that Individuals, Groups and Structure have on behavior within organization for the purpose of applying such knowledge towards improving an organisations effectiveness. (Stephen. P. Robbins).
Organizational behavior is the study of what people think, feel and do in organizations. It has its foundations in philosophy from the 1940s and sociological and management studies from the 1800s and early 1900s. Organizational effectiveness, the ultimate goal of OB theories, can be measured using four perspectives: the open system perspective which examines the organization's environment fit and internal effectiveness; the organizational learning perspective which focuses on knowledge management; high-performance work practices; and stakeholders. Contemporary challenges for organizations include globalization, increasing workforce diversity, and emerging flexible employment relationships. Organizational behavior research aims to apply the scientific method, draw from multiple disciplines, consider contingencies, and examine multiple levels of analysis including the individual, team
Most managers play an important role in organizational development by:
1) Initiating appropriate changes to policies, procedures and programs to improve organizational effectiveness.
2) Supporting the establishment and improvement of human capital and managing OD specialists.
3) Serving as advisors on utilizing OD methodologies and tools while working closely with leadership on design and implementation goals.
4) Managing day to day strategy, functions, projects, employees and exposing people to different organizational activities.
This document provides an overview of organizational behaviour. It discusses key topics like organizations, behaviour, management functions, leadership theories, and models of organizational behaviour.
Some main points:
- Organizational behaviour studies how individuals, groups, and structure influence behaviour in organizations. It applies knowledge about these factors to make organizations work more effectively.
- The five main management functions are planning, organizing, staffing, directing, and controlling. Leadership theories discussed include trait, behavioural, and contingency theories.
- Models of organizational behaviour examine individual, group, and organizational levels of analysis and their interplay. Key dependent variables include productivity, absenteeism, and job satisfaction.
- Challenges for
This document discusses organizational behavior and its key concepts. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It identifies four main goals of organizational behavior as describing, understanding, predicting, and controlling human behavior at work. Key forces that affect organizational behavior are identified as people, structure, technology, and the external environment. The nature of people and organizations are also discussed.
This document provides an overview of organizational behavior including:
- Definitions of OB as the study of how individuals, groups, and structure impact behavior in organizations.
- The key behavioral science disciplines that contribute to OB including psychology, social psychology, sociology, and anthropology.
- Challenges and opportunities for OB like globalization, diversity, innovation, and ethics.
- A basic OB model showing inputs, processes, and outcomes at the individual, group, and organizational levels.
This document summarizes key concepts about organizations, including:
1. Organizations are social systems with common goals that coordinate efforts through division of labor and hierarchy.
2. Organizations can be classified by purpose as business, nonprofit, mutual benefit, or commonweal.
3. Organization charts visually display positions and lines of authority, with vertical and horizontal dimensions.
4. Traditional and modern views of organizations differ in their views of goals, environment interactions, and predictability.
5. The open systems model views organizations as interacting with their environment through permeable boundaries.
Organizational behavior is the study of how people interact within groups, normally applied to create more efficient interactions. It began as a field of study in the 1920s with the Hawthorne studies. OB draws from multiple disciplines like psychology, sociology, and economics. There are four main models of OB: autocratic, custodial, supportive, and collegial. The autocratic model relies on power while the custodial model relies on economic resources. The supportive model focuses on leadership and the collegial model emphasizes teamwork. OB aims to understand and influence human behavior in organizations but cannot eliminate all conflict and may only be applicable to workplace settings.
Organization development (OD) is an interdisciplinary approach to planned organizational change that uses behavioral science knowledge to improve an organization's effectiveness. The goal of OD is to build an organization's ability to adapt, renew, and change itself. It views organizations holistically and aims to enhance both organizational and individual outcomes through interventions and strategies that target the entire system, groups, or individuals. OD draws from fields like psychology, sociology, and management and emphasizes participative processes, humanistic values, and evidence-based change.
OD aims to build organizational capacity to adapt and renew through planned change using behavioral science knowledge. It targets human and social processes within organizations on a system-wide level. OD is an interdisciplinary approach that draws from fields like organizational behavior, management, psychology and sociology. A primary goal of OD is to improve organizational effectiveness through interventions that target the whole organization, departments, work groups, or individuals within. It uses a collaborative approach involving those affected by change in the change process.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
The document discusses organizational theory and organizational climate. It defines organization as people working together towards common goals. Three theories of organization are described: classical, neo-classical, and modern. Classical theory views the organization as a machine, while neo-classical and modern theories consider human and social factors. Organizational climate refers to the internal environment experienced by members. Factors like leadership, structure, and communication influence the climate. An effective climate has open communication, participative decision-making, concern for employees, and manages change well.
Dynamics of OB- SBAA5102 - Unit 1 - PPT.pptGracyS2
This document provides an overview of organizational behavior concepts including:
- Definitions of organization, behavior, and organizational behavior from various authors.
- The key elements, nature, and scope of organizational behavior being the study of individuals, groups, and organizational structures and their impact on behavior.
- The foundations and models of organizational behavior including individual differences, behavioral causes, and autocratic, custodial, supportive, and collegial models.
- The disciplines that contribute to the study of organizational behavior such as sociology, anthropology, economics, history, and political science.
Organizational behavior is the study of how individuals and groups act within organizations. It examines how their behaviors impact organizational effectiveness. The document traces the historical roots of OB from scientific management to classical organization theory to the human relations movement. It defines key OB concepts like formal vs informal organizations and discusses individual differences in areas like personality, intelligence, attitudes and perception. The goals and scope of OB are explained along with topics like groups, leadership, motivation and organizational structure.
The document provides an overview of organizational behavior. It discusses that OB is the study of how individuals and groups act within organizations. It examines topics like human behavior in organizations, the goals of OB which include describing, understanding, predicting, and controlling human behavior at work. The document also discusses the contributing disciplines to OB like psychology, sociology, and the key elements that influence OB such as people, structure, technology, and the external environment. It provides definitions of OB and outlines the importance, nature, framework, and scope of studying organizational behavior.
The document discusses safety and risk management for events. It emphasizes identifying potential hazards and risks, developing controls to prevent or minimize risks, and having contingency plans in place. A safety and security team should assess risks and develop an emergency plan. Potential risks include issues with the venue, structures, electrical systems, crowd control, transportation, and sanitation. The team should evaluate each part of the event and activities for hazards. The overall goal is to protect people and property and ensure a safe, healthy environment for all involved in the event.
The document defines integrated marketing communications as coordinating various promotional efforts to maximize impact on customers. It describes the communication process as involving a source encoding a message through a channel that is decoded by a receiver. Promotion aims to create awareness, stimulate demand, encourage product trials, identify prospects, retain customers, support resellers, combat competitors, and reduce sales fluctuations. The promotion mix combines advertising, personal selling, public relations, and sales promotions to communicate with target audiences.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses key concepts in event marketing including marketing management, the marketing mix of product, price, place, and promotions. It emphasizes the importance of understanding target audiences and creating customer value. An effective marketing strategy requires defining objectives and implementing promotional activities across various traditional and digital channels. The customer experience is shaped by the people, processes, and physical environment associated with an event.
The document discusses key concepts related to products and branding. It defines what a product is, how products are classified into goods, services and ideas. It also explains the total product concept including core product, supplemental features and symbolic benefits. The document then discusses the product life cycle and how marketing strategies must adapt to the introduction, growth, maturity and decline stages. It concludes by explaining the importance of branding, defining brand equity and the value of brand loyalty and brand protection.
The document discusses event programming and protocols. It provides guidance on structuring event programs based on goals, budgets and attendees. It outlines categories of event activities and considerations for program flow, timing, speakers and formats. It also discusses protocols for VIP events, including seating arrangements, introductions and catering to cultural customs. Managing protocols is essential for events with officials to ensure all rules are followed.
The document discusses business markets and buying behavior. It defines business markets as consisting of individuals, organizations, or groups that purchase products for resale, direct use in production, or operations. Marketing to businesses employs the same concepts as consumer marketing but there are important structural and behavioral differences in business markets like smaller customer populations and different buying methods and quantities purchased. The key categories of business markets are producer markets, reseller markets, government markets, and institutional markets. It also outlines the characteristics of transactions, attributes of customers, primary customer concerns, methods of business buying, types of purchases, factors influencing demand, the business buying decision process, and influences on those decisions.
The document discusses the key concepts and stages involved in pricing management. It begins by outlining the objectives of identifying pricing objectives, understanding how the target market evaluates price, determining demand and price elasticity, and analyzing relationships between demand, cost and profits. It then describes the 8 stages of establishing prices as: 1) developing pricing objectives, 2) assessing how the target market views price, 3) determining demand, 4) analyzing relationships between demand, cost and profits, 5) evaluating competitors' prices, 6) selecting a pricing basis, 7) choosing a pricing strategy, and 8) setting a specific price. Finally, it provides details on various pricing strategies and considerations involved in setting the final price.
The document discusses the key concepts and stages involved in pricing management. It explains that pricing objectives must first be developed based on factors like profit, market share, or quality. Marketers then assess customers' price sensitivity and determine demand using research. They analyze relationships between demand, costs, and profits, and evaluate competitors' prices. Finally, marketers select a pricing basis and strategy, like cost-plus or penetration pricing, to determine a specific price. The eight stages outlined are developing objectives, assessing customer views on price, determining demand, analyzing relationships, evaluating competitors, selecting a pricing basis, choosing a strategy, and setting the final price.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses budgeting for events including sources of revenue like sponsorships, ticket sales, and fees. It outlines fixed expenses like audio-visual equipment and variable expenses that change with quantity like food and beverage. Income and expense reports summarize money received and spent. Financial statements like balance sheets, income statements, and statements of cash flow provide the financial status at a point in time.
The document discusses various topics related to selecting event venues, including:
1. Key factors to consider when selecting a venue such as availability, location, facilities, and cost.
2. Developing selection criteria based on the event specifications to evaluate potential venue options.
3. Common venue types like convention centers, hotels, and non-traditional venues; and some major venues in the Philippines.
The document discusses consumer buying behavior and the consumer buying decision process. It describes the five stages of the consumer buying decision process as problem recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. It also discusses the psychological, situational, and social influences that impact consumer decisions at each stage of the buying process. These include factors like perception, motives, learning, attitudes, reference groups, culture, and more.
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Hhumbehv lesson 1
1. Introduction to the Field
of Organizational
Behavior
FROM: ORGANIZATIONAL BEHAVIOR: EMERGING KNOWLEDGE,
GLOBAL REALITY
HHUMBEHV
PRESENTED BY: M.ALDANA, SHTM FACULTY
3. Organizational Behavior (OB)
• Is the study of what people think, feel, and do in and around the
organization.
• It looks at employee behavior, decisions, perceptions, and emotional
responses.
• It examines how individuals and teams in organizations relate to each
other and to their counterparts in other organizations.
• OB studies these topics at multiple levels: the individual, team
(including interpersonal), and organization.
4. Organizations
• Are groups of people who work
interdependently toward some purpose.
• Organizations have existed for as long as
people have worked together.
• Massive temples dating back to 3500BC were
constructed through organized actions of
multitudes of people
• Crafts people and merchants in ancient Rome
formed guilds, complete with elected managers.
5. Organizations
• Throughout history, these and other organizations have consisted of
people who communicate, coordinate, and collaborate with each
other to achieve common objectives.
• One key feature of organizations is that they are collective entities –
they consist of human beings and these people interact with each other
in an organized way.
• A second feature of organizations is that their members have a
collective sense of purpose.
6. History of OB
• OB emerged as a distinct field around the early 1940s, but
organizations have been studied by experts in other fields for many
centuries.
• Greek philosopher Plato wrote about the essence of leadership
• Chinese philosopherConfucius extolled the virtues of ethics and leadership
• In 1776, Adam Smith discuss the benefits of job specialization and division of
labor.
• MaxWeber, German sociologist, wrote about rational organizations, work ethic,
and charismatic leadership
• Industrial engineer Frederick Winslow proposed systematic ways to organize
work processes and motivate employees through goal setting and rewards
7. History of OB
• From the 1920s to the 1940s, Elton Mayo, Fritz Roethlisberger, and
their Harvard University colleagues developed the “human relations”
school of management, which emphasized the study of employee
attitudes and informal group dynamics in the workplace.
• Political philosopher Mary Parker Follett advocated new ways of
thinking about several OB topics, including constructive conflict,
team dynamics, organizational democracy, power and leadership.
• In the late 1930s Chester Barnard wrote about organizational
communication, coordination, leadership and authority,
organizations as open systems, and team dynamics.
8. Why Study OB?
• As students, you may not see the importance of OB yet, because you
have not yet begun your careers.
• But OB can make sense of and predict the world in which we live. We
can use OB theories to question our personal beliefs and assumptions
and to adopt more accurate models of workplace behavior.
• Knowledge in OB can even help us to make sense of what goes on in
the world, not just inside organizations.
9. Why Study OB?
• OB knowledge helps us get things done in organizations.
• Everyone in business government, and not-for-profit firms works
with other people, and OB provides knowledge and tools to interact
with others more effectively.
• Building a high-performance team, motivating coworkers, handling
workplace conflicts, influencing your boss, and changing employee
behavior are some of the knowledge and skills offered in OB.
10. OB and the Bottom Line
• OB knowledge is just as important for the organization’s financial
health.
• Numerous studies have reported that these and other OB practices
tend to improve the organization’s survival and success.
• “The best companies are the ones that see their human resources as a
competitive advantage – employee attitudes, work/life balance,
performance-based rewards, leadership, employee training and
development, etc. are important positive screens for selecting
companies with the best long term stock appreciation.”
12. Organizational Effectiveness
• Organizational effectiveness is considered the “ultimate dependent
variable” in organizational behavior.
• Organizational effectiveness is the outcome that most OB theories are
ultimately trying to achieve.
13. Goal Attainment Perspective
• Was popular for many years. No longer used.
• It states that companies are effective when they
achieve their stated organizational objectives.
• Ex. Qantas would be an effective organization if it
meets of exceeds its annual sales and profit targets.
• Any leadership team can set goals that are easy
to achieve, yet would put the organization out
of business.
14. Open Systems Perspective
• Is one of the earliest and well-
entrenched ways of thinking about
organizations.
• The open system perspective
views organizations as complex
organisms that “live” within an
external environment.
15. Open Systems Perspective
• As open systems, organizations
depend on the external
environment for resources,
including raw materials, job
applicants, financial resources,
information and equipment.
• The external environment also
consists of rules and expectations,
such as laws and cultural norms,
that place demands on how
organizations should operate.
16. Open Systems Perspective
• Some environmental resources
(e.g. Raw materials) are
transformed into outputs that are
exported to the external
environment, whereas other
resources (job applicants,
equipment) become subsystems in
the transformation process.
17. Open Systems Perspective
• Inside the organization are
numerous subsystems, such as
departments, teams, informal
groups, work processes,
technological configurations, and
other elements.
• An organization’s subsystems are
organized interdependently so
they interact with each other to
transform inputs into various
outputs. Russian Matryoshka Doll
18. Open System Perspective
• Organization-Environment Fit
• According to the open system perspective,
organizations are effective when they
maintain a good fit with their external
environment.
• A good fit exists when the organization puts
resources where they are most useful to
adapt to and align with the needs of the
external environment.
19. Open System Perspective
• Organization-Environment Fit
• Successful organizations also maintain a good fit by anticipating change in the
environment and fluidly reconfiguring their subsystems to become more consistent with
that environment
• Companies also maintain a fit by actively managing their external environment.
20. Open System Perspective
• Organization-Environment Fit
• The last fit strategy is to move into different environments if the current environment is
too challenging.
21. Open System Perspective
• Internal Subsystems Effectiveness
• The open systems perspective not only considers external environment fit, but also
defines effectiveness by how well the company operates internally, that is, how well it
transforms inputs into outputs.
• The most common indicator of internal transformation process is organizational
efficiency (also called productivity), which is the ratio of input to outcomes.
• Companies that produce more goods or services with less labor, materials and energy are
more efficient.
22. Open System Perspective
• Internal Subsystems Effectiveness
• Successful organizations require more than efficient transformation processes, however.
• They also need to have more adaptive and innovative transformation processes.
• Adaptivity makes the organization’s transformation process more responsive to
changing conditions and customer needs.
• Innovation enables the company to design work processes that are superior to what
competitors can offer.
23. Organizational Learning Perspective
• The open systems perspective has traditionally focused on physical
resources that enter the organization and are processed into physical
goods (outputs).This was representative of the industrial economy
but not the “new economy” where the most valued input is
knowledge.
• The organizational learning perspective (knowledge management)
views knowledge as the main driver of competitive advantage.
• Specifically, organizational learning is founded on the idea that
organizational effectiveness depends on the organization’s capacity to
acquire, share, use, and store valuable knowledge.
24. Organizational Learning Perspective
• The organizational learning perspective views knowledge as a
resource, and this stock of knowledge exists in three forms,
collectively known as intellectual capital.
25. Intellectual Capital
• The most commonly-mentioned form of intellectual capital is human
capital – the knowledge, skills, and abilities that employees carry around in
their heads.
• Human capital has been described as valuable, rare, difficult to imitate, and
non-substitutable.
• It is valuable because employees help the organization discover opportunities and to
minimize threats in the external environment
• It is rare and difficult to imitate, meaning that talented people are difficult to find and
the cannot be cloned
• It is non-substitutable because it cannot be easily replaced with technology.
• Because of this, human capital is a competitive advantage as well as a huge
risk for most organizations. When key people leave, they take with them
some of the most valuable knowledge that makes the company effective.
26. Intellectual Capital
• Some intellectual capital remains even if every employee did leave
the organization.
• Structural capital (organizational capital) includes the knowledge
captured and retained in an organization’s systems and structures such
as the documentation of work procedures and the physical layout of the
production line.
• Structural capital also includes the organization’s finished products
because knowledge can be extracted by taking them apart to
discover how they work and are constructed.
27. Intellectual Capital
• The third form of intellectual capital is relationship capital – it is the
value derived from an organization’s relationship with customers,
suppliers, and others who provide added mutual value for the
organization.
• It includes the organization’s goodwill, brand image, and combination
of relationships that organizational members have with people outside
the organization.
28. Organizational Learning Processes
• Organizations nurture their intellectual capital through four
organizational learning processes: knowledge acquisition,
knowledge sharing, knowledge use, and knowledge storage.
29. Organizational Learning Process
• Knowledge acquisition – includes extracting information and ideas
from the external environment as well as through insight.
• One of the fastest and most powerful ways to acquire knowledge is to hire
individuals or acquire entire companies (grafting).
• Knowledge also enters the organization when employees learn from external
sources, such as when a supplier mentions that a competitor is changing its
packaging or design.
• The third knowledge acquisition strategy is experimentation – knowledge is
received through insight as a result of research and other creative processes.
30. Organizational Learning Process
• Knowledge sharing – involves distributing knowledge to other across
the organization.
• Examples: computer intranets, through observation, experience, training,
practice or thru informal means such as talking while eating at the canteen, etc.
31. Organizational Learning Process
• Knowledge use - knowledge becomes a competitive advantage
when it is applied in ways that add value to the organization and its
stakeholders.
• Learning organizations should encourage experimentation and open
communications and its leaders recognize mistakes are part of that knowledge as
a process.
32. Organizational Learning Process
• Knowledge storage - includes any means by which knowledge is
held for later retrieval.
• It is the process that creates organizational memory.
• Human memory plays a critical role here, as do many forms of
documentation and database systems that exists in organizations
33. Organizational Memory and Unlearning
• Corporate leaders need to recognize that they are keepers of an
organizational memory
• It includes knowledge that employees possess as well as knowledge
embedded in the organization’s systems and structures. It includes
documents, objects, and anything else that provides meaningful
information about how the organization should operate.
34. How do organizations retain intellectual
capital?
• One way is keeping knowledgeable employees.
• Second is to systematically transfer knowledge to other employees.
• Third is to transfer knowledge into structural capital.
35. Assignment
• Define Globalization. What are the advantages and disadvantages of
globalization to organizations?
• Define Workforce Diversity. What are the advantages and
disadvantages of workforce diversity to organizations?
• Define:
• Work/life Balance
• VirtualWork
36. High-Performance Work Practices (HPWP)
Perspective
• HPWP perspective is founded on the belief that human capital – the
knowledge skills, and abilities employees carry around in their heads – is
an important source of competitive advantage for organizations.
• The distinctive feature of the HPWP is that it tries to identify a
specific bundle of systems and structures that generate the most
value from this human capital.
37. High-Performance Work Practices (HPWP)
Perspective
• HPWP has four most recognized studies: employee involvement, job
autonomy, competency development, and rewards for performance and
competency development.
• Each of these four practices individually improves organizational
performance, but studies suggests that they have a stronger effect
when bundled together.
38. High-Performance Work Practices (HPWP)
Perspective
• The first two factors – involving employees in decision making and
giving them more autonomy over their work activities – tend to
strengthen employee motivation as well as improve decision making,
organizational responsiveness and commitment to change.
• The third factor, employee competence development refers to
recruiting, selecting, and training people so employees acquire the
most relevant skills, knowledge, values, and other personal
characteristics.
• The fourth HPWP involves linking performance and skill development
to various forms of financial and nonfinancial rewards valued by
employees.
39. Stakeholder Perspective
• The first three organizational perspectives pay attention to processes
and resources, yet they only minimally recognize the importance of
relations with stakeholders.
• Stakeholders include anyone with a stake in the company –
employees, stockholders, suppliers, labor unions, government,
communities, consumer and environmental interest groups, and so on.
• In other words, organizations are more effective when they consider
the needs and expectations of any individual, group or other entity
that affects, or is affected by, the organization’s objectives and
actions.
40. Stakeholder Perspective
• The stakeholder perspective personalizes the open systems
perspective; it identifies specific people and social entities in the
external environment as well as within the organization.
• It recognizes that stakeholder relationships are dynamic; they can be
negotiated and managed, not just taken as a fixed condition.
• Understanding, managing, and satisfying the interests of stakeholders
is more challenging than it sounds because stakeholders have
conflicting interests and organizations don’t have the resources to
satisfy every stakeholder to the fullest.
41. Stakeholder Perspective
• On strength of the stakeholder perspective is that it incorporates
values, ethics, and corporate social responsibility into the organizational
effectiveness equation.
42. Values
• The stakeholder perspective states that to
manage the interest of diverse stakeholders,
leaders ultimately need to rely on their personal
and organizational values for guidance.
• Values are relatively stable, evaluative beliefs
that guide our preferences for outcomes or
courses of action in a variety of situations. Values
help us know what is right or wrong, or good or
bad, in the world.
• Although values exists within individuals, groups
of people often hold similar values, so we tend to
ascribe these shared values to the team.
43. Ethics
• By linking values to organizational effectiveness,
the stakeholder perspective also incorporates
ethics and corporate social responsibility into the
organizational perspective equation.
• Ethics refers to the study of moral principles or
values that determine whether actions are right
or wrong and outcomes are good or bad.
• We rely on our ethical values to determine “the
right thing to do.”
• Ethical behavior is driven by the moral principles
we use to make decisions.
44. Corporate Social Responsibility (CSR)
• CSR consists of organizational activities
intended to benefit society and the
environment beyond the firm’s immediate
financial interests or legal obligations.
• It is the view that companies have a contract
with society in which they must serve
stakeholders beyond shareholders and
customers.
• As part of CSR, many companies have
adopted the “triple bottom-line” philosophy;
they try to support or “earn positive returns”
in the economic, social, and environmental
spheres of sustainability.
46. Challenges
• As discussed previously, organizations are deeply affected by the
external environment.
• They need to anticipate and adjust to environment changes to
maintain a good organization-environment fit.
• The external environment is continuously changing.
47. Globalization
• Globalization refers to economic, social,
cultural connectivity with people in other
parts of the world.
• Organizations globalize when they
actively participate in other countries and
cultures.
• Although businesses have traded goods
for centuries, the degree of globalization
today is unprecedented because of
information technology and
transportation systems allow a much more
intense level of connectivity and
interdependence around the planet.
48. Globalization
• Globalization offers numerous benefits to organizations in terms of
larger markets, lower costs, and greater access to knowledge and
innovation.
• At the same time, it is responsible for increasing work intensification,
as well as reducing job security and work/life balance.
49. Increasing Workforce Diversity
• Surface-level diversity – the observable
demographic or physiological differences in
people such as their race, ethnicity, age, and
physical disabilities.
• Deep-level diversity – differences in the
psychological characteristics of employees,
including personalities, beliefs, values, and
attitudes.
50. Increasing Workforce Diversity
• Diversity presents both opportunities and challenges in
organizations.
• Advantages
• It provides diverse knowledge.
• Teams with some forms of diversity make better decisions on complex problems
• According to studies, higher financial returns in the short run.
51. Increasing Workforce Diversity
• Disadvantages
• Teams take longer to perform effectively
• Brings numerous communication problems
• Source of conflict - Reduce information sharing, can lower morale, and increase
turnover
52. Emerging Employee Relationships
• Work/life balance occurs when people
are able to minimize conflict between
their work and nonwork demands
53. Emerging Employee Relationships
• Virtual work is where employees use
information technology to perform their jobs
away from the traditional physical workplace.
• Telecommuting or teleworking – working at home
rather then commuting to the office.
• It has its advantages – attracts job applicants,
improves work/life balance, and productivity; and it
also has environmental benefits.
• But it also has challenges – family relations may suffer
if employees lack space or resources for a home
office, employees may feel social isolation, and
reduced promotion opportunities.
55. Systematic Research Anchor
• OB knowledge should be based on systematic research.
• Systematic research is the foundation of evidence-based
management which involves making decisions and taking actions
based on research evidence.
56. Multidisciplinary Anchor
• OB is anchored on the idea that the field should welcome theories
and knowledge in other disciplines – sociology, communication,
marketing, information systems, etc.
57. Contingency Anchor
• No single solution is best all of the time.
• OB experts recommend that we understand and diagnose the
situation and select the strategy most appropriate under those
conditions.
58. Multiple Levels of Analysis Anchor
• OB has three levels of analysis – individual, teams, and organization.
• OB should be studied on each level not just at one of these levels.