Chapter 1 Introduction:Organizational Behavior in the 1990s Nelson & Quick
description
Transcript of Chapter 1 Introduction:Organizational Behavior in the 1990s Nelson & Quick
Chapter 1Introduction:Organizational
Behavior in the 1990sNelson & Quick
Organizational Behavior
The study of individual behavior and group dynamics in organizational settings
Organizational Variables
Com
mun
icat
ions
Performance appraisal Work design
Organizational D
esignOrganizational Structure Jobs
Human Behavior
Human BehaviorHuman Behaviorin the in the
OrganizationOrganization
Clockworks or Snake pit?
Organizational Vs Individual Point of View
Internal/External Perspective of Human Behavior
Understand human behavior in terms of
External events, behavioral consequences, & external forces
Thoughts,feelings, past experiences, and needs
Explain human behavior by examining
Surrounding external events & environmental forces
Individuals’ history & personal value system
Internal Perspective External Perspective
Each Perspective has produced Each Perspective has produced motivational & leadership theoriesmotivational & leadership theories.
Psychology the science of
human behavior
Management the study of overseeing
activities and supervising people in organizations
Anthropologythe science of the learned behavior of human beings
Medicine the applied science of healing or treatment of
diseases to enhance an individual’s health and
well-being
Engineering the applied science of energy & matter
Sociology the science
of society
Interdisciplinary Influences on Organizational
Behavior
Components of an Organization
Task - an organization’s mission, purpose, or goal for existing
People - the human resources of the organizationStructure - the manner in which an organization’s work is
designed at the micro level; how departments, divisions, & the overall organization are designed at the macro level
Technology - the intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals (ch02)
Organizations as Systems
Outputs: Products Services
Inputs:MaterialCapitalHuman
Task environment:CompetitorsUnionsRegulatory agenciesClients
Structure
Task Technology
People(Actors)
Organizational BoundaryBased on Harold Levitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J.G.March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965,p. 1145. Reprinted by permission of James G. March
Formal vs Informal Organization
Formal Organization - the part of the organization that has legitimacy and official recognition
Informal Organization - the unofficial part of the organization
Hawthorne Studies: studies conducted Hawthorne Studies: studies conducted during the 1920’s and 1930’s that during the 1920’s and 1930’s that discovered the existence of thediscovered the existence of theinformal organizationinformal organization
Formal & Informal Elements of Organizations
Formal organization (overt)
Goals & objectivesPolicies & procedures
Job descriptionsFinancial resources
Informal organization (covert)
Beliefs & assumptions aboutpeople, work, the organization
Perceptions & attitudesValues
Feelings, such as fear,rage, despair, &
hopeGroup norms
SocialSurface
U.S. Gross Domestic Product
Federal purchases State/local purchases
Personal durable goods Personal nondurable goods
Service Fixed investments
Total$8.1 Trillion
40%
15% 6%12%
8%
19%
Six Focus Organizations
• Ford• Gateway 2000• Southwest Airlines• Starbucks• Harpo Entertainment• American Red Cross
Change
• Too much change = chaos• Too little change = stagnation
How do you view change?
Threat Opportunity
International Competition in Business
Thurow: the next several decades in business will be characterized by intense competition between the U.S., Japan, and Europe in core industries.
Success will require:• positive response to the competition in the
international marketplace• responsiveness to ethnic, religious, and
gender diversity in the workforce
Quality• A potential means for giving organizations in viable
industries a competitive edge in international competition
• A rubric for products and services that are of high status
• A customer-oriented philosophy of management with implications for all aspects of organizational behavior
• A cultural value embedded in successful organizations
Cannot be optimized
Is not a fad
Is not an end in itself
Quality
Three key questions in evaluating quality-improvement ideas1. Does the idea improve customer response?2. Does the idea accelerate results?3. Does the idea raise the effectiveness of resources?
YES means the idea should improve overall quality
Total Quality Management
Total Quality Management - the total dedication to continuous improvement and to customers so that the customers’ needs are met and their expectations exceeded
Total Quality is NOT - a panacea for all organizations - a guarantee of unqualified success
CEOs Advance Total Quality by:
• Engaging in participative management• Being willing to change everything• Focusing quality efforts on customer service• Including quality as a criterion in reward systems• Improving the flow of information regarding
quality improvement successes or failures• Being actively & personally involved in quality
efforts
Seven Categories in the Malcolm Baldrige National Quality Award Examination
• Leadership• Information and analysis• Strategic quality planning• Human resource utilization• Quality assurance of products & services• Quality results• Customer satisfaction
Challenges to Managing Organizational Behavior
1. Increasing globalization of organizations’ operating territory
2. Increasing diversity of organizational workforces
3. Continuing technological innovation with its companion need for skill enhancement
4. Continuing demand for higher levels of moral & ethical behavior at work
Learning about Organizational Behavior
Mastery ofbasic objectiveobjective
knowledge*knowledge*
Applicationof knowledge
and skills
Development ofDevelopment ofspecific skills**skills**
and abilities
* Objective knowledge knowledge that results from research and scholarly activities
** Skill development the mastery of abilities essential to successful functioning in organizations
The Organizational Behavior Student is
a critical consumer of knowledge related to organizational behavior--one who is able to intelligently question the latest research results and distinguish plausible, sound new approaches from fads that lack substance or adequate foundation.
Learning from Structured Activity
Individual or groupstructured activity
(e.g. group decisionactivity)New or modified
knowledge or skills(e.g., consensus
group decisions arebetter)
Systematic reviewof the structured
activity (e.g., compare individual & group results)
Conclusions basedon the systematicreview (e.g., thegroup did better)
Three Assumptions Required for Learning from Structured Activity
• Each student must accept responsibility for
his/her own behavior, actions, & learning
• Each student must actively participate in the individual/group structured learning activity
• Each student must be open to new information, new skills, new ideas, and experimentation
Skills Identified by U.S. Department of Labor
• Resource management skills• Information management skills• Personal interaction skills• Systems behavior & performance
skills• Technology utilization skills
Watchwords for Organizationsin These Changing Times