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7/29/2019 Chap001-The Dynamics of People and Organizations
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Organizational Behavior Human Behavior at Work
Thirteenth Edition
McGraw-Hill/Irwin Copyright 2011 by The McGraw-H il l Companies, Inc. All ri ghts reserved.
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Chapter One
The Dynamics of
People and Organizations
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Chapter Objectives
To understand:
The meaning of organizational behavior
The key goals and forces with which it is
concerned
Basic concepts of organizational behavior
Major approaches taken in this book
How organizational behavior affects
organizational performance Limitations of organizational behavior
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Introduction
Basic Concepts
Organizations are complex
Human behavior in organizations is sometimes
unpredictable
Human behavior can be partially understood
There are no perfect solutions to organizational
problems
Organizational behavior is needed
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Understanding Organizational Behavior
Organizational behavior
The systematic study and careful application
of knowledge about how people act within
organizations
Strives to find ways in which people can actmore effectively
Is an applied science
Provides a useful set of analysis tools
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Understanding Organizational Behavior
Goals of OB
Describe
Understand
Predict, and
Control human behavior at work
Organizational behavior is a human tool forhuman benefit
It is not designed to limit freedoms or take
away rights
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Understanding Organizational Behavior
Primary Forces
People
Structure
Technology
Environment
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Positive Characteristics of the OB Field
Interdisciplinary nature
Emerging base of research knowledge, models,
and conceptual frameworks
Practice
ResearchTheory
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Positive Characteristics of the OB Field
Three Keys to Success
Theories
Offer explanation of how and why people
think, feel, and act as they do
Practical
Research
Gathering and interpreting relevant evidence
Ongoing process
Practice
Acceptance & application by practicing
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Fundamental Concepts
The Nature of People
Individual differences
Perception
A whole person
Motivated behavior
Desire for involvement
Value of the person
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Fundamental Concepts
The Nature of Organizations
Social systems
Mutual interest
Ethics
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Fundamental Concepts
Mutual Interest Provides a Subordinate Goal
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Basic Approaches of This Book
Organizational behavior seeks to integrate People
Structure
Technology
Environment
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Basic Approaches of This Book
Figure 1.4
Human Resources(Supportive)
Employee growth and development areencouraged and supported
Contingency Different managerial behaviors arerequired by different environments
Results-Oriented Outcomes of organizational behaviorprograms are assessed in terms of theireffectiveness
Systems All parts of an organization interact in a
complex relationship
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Human Resources Approach
A supportive approach
Helps employees become better, more
responsible people
Creates a climate in which employees can
contribute to the limit of their improved abilities Leads to operating efficiencies
Results in work satisfaction
Produces better results
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Contingency Approach
Few across-the-board concepts apply in all
instances
Different situations require different practices
The key question is when to use a specific
approach Encourages analysis of each situation prior to
action
Discouraging habitual practice based on
universal assumptions about people
Helps managers use all the current appropriate
knowledge about people in the organization
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Results-Oriented Approach
A dominant goal for many organizations is to be
productive
A ratio that compares output with input, often
against a predetermined standard
Productivity is measured in terms of economics,but human and social inputs & outputs are also
important
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Results-Oriented Approach: OB Equations
Knowledge x Skill = Ability
Attitude x Situation = Motivation
Ability x Motivation = Potential performance
Potential performance x Resources x Opportunity =
Organizational results
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Systems Approach
1. There are many variables within a system2. The parts of a system are interdependent
3. There are many subsystems
4. Systems require inputs, a process, and outputs5. The input-process-output mechanism is cyclical
and self-sustaining
6. Systems produce positive and negative results
7. Systems produce intended and unintendedconsequences
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Systems Approach
8. Consequences may be both short-term & long-
term
9. Multiple ways can be used to achieve a desiredobjective
10. Systems can be understood, changed and managedif focus remains on problems causes
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Systems Approach
A systems approach requires
Holistic organizational behavior
Cost-benefit analysis
Figure 1.6
Proposed OB Action
Potential Benefits
Potential Costs
Compare
Decide
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Limitations of Organizational Behavior
Behavioral bias
A narrow viewpoints that emphasizes satisfying
employee experiences while overlooking the
broader system
Can harm both the employees and organization The law of diminishing returns
Increases of a desirable practice produced
declining returns eventually zero return and then
negative returns!
For any situation there is an optimum amount of
a desirable practice
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Limitations of Organizational Behavior
Unethical manipulation of people
Knowledge & techniques of OB may be used for
negative as well as positive consequences
Ethical Leadership Principles
Social responsibility
Open communication
Cost-benefit analysis
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Continuing Challenges
Seeking Quick Fixes
Embracing the newest fad
Addressing symptoms, not underlying problems
Fragmented efforts
Varying Environments
Shrinking demand
Scarce resources
More intense competition
Organizational stagnation or decline
Increased stress and conflict
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Continuing Challenges
Definitional Confusion
OB has experienced some difficulty emerging as
a clearly defined field
Lack of consensus regarding
Unit of analysisNeeds
Focus
Contributions to date
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Recommended