Organizational Behavior

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Organizational Behavior

• Dr John Joos
• a.k.a. Dr.J.
• Sautee GA
• Doc_at_sky-lake.com

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The Field of Organizational Behavior

• Chapter 1

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Learning Objectives

• Define the concepts of organization and
  organizational behavior (OB).
• Describe the field of organizational behaviors
  commitment to the scientific method and the three
  levels of analysis it uses.
• Trace the historical developments and schools of
  thought leading up to the field of organizational
  behavior today.
• Identify the fundamental characteristics of the
  field of organizational behavior.

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Learning Objectives

• Describe how the field of OB today is being
  shaped by the global economy, increasing racial
  and ethnic diversity in the workforce, and
  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.

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Organization

• A structured social system consisting of groups
  and individuals working together to meet some
  agreed-upon objectives.

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OB Field Characteristics

• Applies Scientific Method to Managerial Problems
• Studies Individuals, Groups, and Organizations
• Multidisciplinary in Nature
• Enhances Organizational Effectiveness and
  Individual Well-Being

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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

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Three Levels of Analysis
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Multidisciplinary Roots

• Psychology
• Sociology
• Anthropology
• Political Science
• Economics
• Management Science

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Component of
Grade Participation/ Attendance 15 Mid Term
... 25 Final Exam .. 25 Term Paper
....................... 25 Term Paper
Presentation ..10 Total
100  
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Organizational Effectiveness and Quality of Life
at Work

• McGregors Theory X vs. Theory Y

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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

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Fundamental Assumptions p-10

• Dynamic Nature of Organizations
• Open Systems Model

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Fundamental Assumptions

• No One Best
• Contingency Approach
• Behavior
• Contingent Upon Certain Conditions

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OB History

• Scientific Management
• Efficient Design of Jobs (Taylor 1911)
• Human Relations Movement
• Hawthorne Studies (1927)

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OB History

• Classical Organizational Theory
• Efficient Organization Structure
• Division of Labor
• Bureaucracy p-14
• Henry Ford Check your brain at the door
• OB as a Social Science
• The Infotech Age

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Prominent Trends

• Increasingly Global Businesses
• Multinational Enterprises (MNE)
• Repatriate
• Culture Shock
• Expatriate
• Changing Management Perspectives
• Convergence Hypothesis
• Divergence Hypothesis

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Prominent Trends

• Increasingly Diverse Workforce

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Prominent Trends

• Responding to Technology Changes
• Leaner Organizations Creation
• Downsizing
• Outsourcing
• Virtual Organization Creation
• Increasing Telecommuting Use

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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

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Prominent Trends

• Responding to Changing Expectations
• The Quality Revolution
• Total Quality Management
• Benchmarking
• Malcolm Baldridge Quality Award