The Field of Organizational Behavior Chapter 1 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-1
Learning Objectives 1. Define the concepts of organization and organizational behavior (OB). 2. Describe the field of organizational behavior s commitment to the scientific method and the three levels of analysis it uses. 3. Trace the historical developments and schools of thought leading up to the field of organizational behavior today. 4. Identify the fundamental characteristics of the field of organizational behavior. Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-2
Learning Objectives 5. Describe how the field of OB today is being shaped by the global economy, increasing racial and ethnic diversity in the workforce, as well as advances in technology. 6. Explain how changing expectations about the desire to be engaged in work, the need for flexibility in work, and the pressure to promote quality have influenced the field of OB. Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-3
Organization A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives. Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-4
OB Field Characteristics Applies scientific method to managerial problems Studies individuals, groups, and organizations Multidisciplinary in nature Enhances organizational effectiveness and individual well-being Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-5
Practical Managerial Problems How goals can enhance job performance How jobs can be designed to enhance employee satisfaction When individuals and groups make better decisions How organizational communication can be improved How work-related stress can be alleviated How leaders can enhance team effectiveness Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-6
Three Levels of Analysis Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-7
Multidisciplinary Roots Psychology Sociology Anthropology Political science Economics Management science Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-8
Organizational Effectiveness and Quality of Life at Work Theory X vs. Theory Y Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-9
OB Matters Satisfied employees More pleasant at work Lower costs Higher productivity Less likely to quit Unsatisfied employees Reject organization policies More likely to steal Increased mental and physical illnesses Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-10
Fundamental Assumptions Dynamic Nature of Organizations Open Systems Model Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-11
Fundamental Assumptions No One Best Contingency Approach Behavior Contingent upon certain conditions Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-12
OB History Scientific management Efficient design of jobs Human relations movement Hawthorne studies Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-13
OB History Classical organizational theory Efficient organization structure Division of labor Bureaucracy OB as a social science The Infotech age Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-14
Prominent Trends Increasingly Global Businesses Multinational enterprises (MNE) Repatriate Culture shock Expatriate Changing management perspectives Convergence hypothesis Divergence hypothesis Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-15
Prominent Trends Increasingly Diverse Workforce Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-16
Prominent Trends Responding to Technology Changes Leaner organizations creation Downsizing Outsourcing Virtual organization creation Increasing telecommuting use Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-17
Prominent Trends Responding to Changing Expectations Increasing engagement Increasing flexibility Idiosyncratic work arrangements Flexible hours Contingent workforce Compressed workweeks Job sharing Voluntary reduced work time Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-18
Prominent Trends Responding to Changing Expectations The quality revolution Total quality management Benchmarking Malcolm Baldridge quality award Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-19
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