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The Field of Organizational
Behavior
Chapter 1
Copyright © 2011 Pearson Education 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 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 1-3
Organization
A structured social system consisting of
groups and individuals working
together to meet some agreed-upon
objectives.
Copyright © 2011 Pearson Education 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-beingCopyright © 2011 Pearson Education 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 1-6
Three Levels of Analysis
Copyright © 2011 Pearson Education 1-7
Multidisciplinary Roots
Psychology
Sociology
Anthropology
Political science
Economics
Management science
Copyright © 2011 Pearson Education 1-8
Organizational Effectiveness andQuality of Life at Work
Theory X vs. Theory Y
Copyright © 2011 Pearson Education 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 1-10
Fundamental AssumptionsDynamic Nature of Organizations
Open Systems Model
Copyright © 2011 Pearson Education 1-11
Fundamental Assumptions
No “One Best”Contingency Approach
Behavior Contingent upon certain conditions
Copyright © 2011 Pearson Education 1-12
OB History
Scientific management• Efficient design of jobs
Human relations movement• Hawthorne studies
Copyright © 2011 Pearson Education 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 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 1-15
Prominent TrendsIncreasingly Diverse Workforce
Copyright © 2011 Pearson Education 1-16
Prominent Trends
Responding to Technology Changes
Leaner organizations creation• Downsizing• Outsourcing
Virtual organization creation
Increasing telecommuting use
Copyright © 2011 Pearson Education 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 1-18
Prominent Trends
Responding to Changing Expectations
The quality revolution• Total quality management• Benchmarking• Malcolm Baldridge quality award
Copyright © 2011 Pearson Education 1-19
All rights reserved. No part of this publication may be reproduced, stored in a retrievalsystem, or transmitted in any form or by any means, electronic, mechanical,photocopying, recording or otherwise, without either the prior written permission of thepublisher or a licence permitting restricted copying in the United Kingdom issued by theCopyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.
Copyright © 2011 Pearson Education 1-20
Copyright © 2011 Pearson Education