Chapter 1
The Nature and Scope of Organizational Behavior
Fundamentals of Organizational Behavior 2e
Andrew J. DuBrin
PowerPoint Presentation by Charlie Cook
Learning Objectives
1. Explain what organizational behavior means. 2. Summarize the research methods of organizational behavior. 3. Identify the potential advantages of organizational behavior knowledge. 4. Explain key events in the history of organizational behavior. 5. Describe how focusing on the human element can contribute to organizational and managerial effectiveness. 6. Understand how a person develops organizational skills.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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The Meaning of Organizational Behavior
Organizational behavior (OB) is
the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself.
Organizational behaviors major goals are to
explain, predict, and control behavior.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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OB Data Collection and Research Methods
Data collection methods
Survey questionnaires Interviews Direct observation
Systematic
observation Participant observation
Researcher methods
Case studies
Laboratory experiments
Field experiments (or studies) Meta-analysis
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Benefits of Studying Organizational Behavior
Develop skills to function effectively in the workplace. Grow personally through insight into human behavior. Enhance overall organizational effectiveness Sharpen and refine
common sense.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Key Developments in OB History
The Hawthorne Studies at Western Electric
Originally intended as a study of the effects of
environmental changes on productivity. The Hawthorne Effect the tendency of people to behave differently (perform better) when they receive attention.
Key Findings
1. Economic incentives are less potent than generally believed. 2. Dealing with human problems is complicated and challenging. 3. Leadership practices and work-group pressures strongly influence productivity, satisfaction, and performance. 4. Personal problems influence worker productivity. 5. Effective communication is critical to success. 6. Factors embedded in the social system influence behavior.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Key Developments in OB History
The Human Relations Movement
Based on belief that managerial practices, morale, and
productivity are strongly linked and that the proper working environment enhances worker capabilities. Douglas McGregor
Theory
Managers assume people dislike work, avoid responsibility, lack ambition, and need close supervision.
Theory
Managers assume people enjoy work, accept responsibility, are innovative, and are self-controlling.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Key Developments in OB History
The Contingency Approach
Emphasizes that there is no one best way to manage
people. Different situations require managers to make decisions about which managerial methods and approaches to use in a specific instance. Knowledge of organizational behavior and management is essential to the examination of individual and situational differences before deciding a course of action.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Key Managerial Practices of Successful Organizations
1. Employment security. 2. High standards in selecting personnel. 3. Extensive use of selfmanaged teams and decentralized decision making. 4. Comparatively high compensation based on performance. 5. Extensive employee training. 6. Reduction of status differences between higher management and other employees. 7. Information sharing among managers and other workers. 8. Promotion from within.
EXHIBIT 1-1
Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998), pp. 6498; Joanne Cole, Interview with Jeffery Pfeffer: Putting People First, HRFOCUS, April 1998, pp. 1112; Pfeffer, Producing Sustainable Competitive Advantage through the Effective Management of People, Academy of Management Executive, February 1995, pp. 6465.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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Skill Development in Organizational Behavior General learning model
1. Conceptual information and behavioral guidelines. 2. Conceptual information demonstrated by example and brief descriptions. 3. Experiential exercises in the form of practice cases and self-assessment exercises. 4. Feedback on skill utilization, or performance, from others.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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A Model for Developing Organizational Behavior Skills
Learner Uses 1. Conceptual knowledge and behavior guidelines 2. Conceptual information and examples 3. Experiential exercises 4. Feedback on skill utilization
Skill Development in Organizational Behavior
EXHIBIT 1-2
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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A Framework for Studying Organizational Behavior
Individual Level Individual differences, mental ability, and personality Learning, perception, attitudes, values, and ethics Individual decision making and creativity Foundation concepts of motivation Conflict, stress, and well-being Groups and Interpersonal Relations Interpersonal communication Group dynamics and teamwork Leadership Power, politics, and influence
The Organizational System and the Global Environment Organizational structure and design Organizational culture and change The learning organization and knowledge management Cultural diversity and international organizational behavior
EXHIBIT 1-3
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.
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