Behavior in organizations 10th by greenberg chapter01

The Field of Organizational Behavior Chapter Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 1-1 Learning Objectives Define the concepts of organization and organizational behavior (OB) Describe the field of organizational behavior’s 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 Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 1-2 Learning Objectives 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 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 â 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 This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely All rights reserved No part of this publication may be reproduced, stored in a on these materials retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 1-20 ... 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... organizations creation • Downsizing • Outsourcing  Virtual organization creation  Increasing telecommuting use Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 1-17 Prominent... Education, Inc Publishing as Prentice Hall 1-14 Prominent Trends Increasingly Global Businesses  Multinational enterprises (MNE) • Repatriate • Culture shock • Expatriate  Changing management