Transcript Fundamentals of Organizational Behavior

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 behavior’s 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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Data collection methods- Surveys
Advantages:
1.
Objective – the same
information is gathered
from every respondent
2.
Quantitative – can
compile results relatively
easily
3.
Fast – time is taken
by respondents only. Does
not tie up researcher to
gather the information.
Disadvantages:
1.
Does not allow for
follow up or interpretation
of comments
2.
Limited in the
number of topics to be
covered
3.
Relies on a certain
level of literacy and
understanding on the part
of respondents
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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Data collection methods- Interviews
Advantages:
1.
Richness of data –
very detailed information
can be obtained
2.
Trust/ownership of
participants – respondents
may take more
responsibility for the
process
3.
Allows for follow-up
and probing of responses
Disadvantages:
1.
Time – very time
consuming because both
researcher and respondents
must meet
2.
Results are
qualitative and harder to
evaluate
3.
Relies on trained
researchers to obtain best
quality data
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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Data collection methods- Direct
observation
Advantages:
1.
Combines qualitative
and quantitative information for
a very rich pool of information
2.
Full understanding –
observer can observe until s/he
fully grasps what is going on
3.
Some jobs can be best
understood by simply observing
rather than asking about them
Disadvantages:
1.
Time – requires
researcher to be in the same
place as observed
2.
Slanted – the observed
person knows they are being
observed and may taint the
performance
3.
May lack completeness;
whatever the participant doesn’t
do doesn’t get observed
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
Scientific Management

Near the end of the nineteenth century

Frederick Taylor became interested in improving the efficiency
of individual workers (Cheaper by the Dozen – Galbraiths)
–
–
The birth of time and motion studies
Elimination of waste and inefficiency
»
–
–
Taylor discovered that workers paced themselves so as not to run out of
work
Job analysis; break the job down into each separate task
»
»
–
Strangely, this is now the essence of lean manufacturing, a
concept we Americans believe we have borrowed from the
Japanese
Management to determine the best way to perform each
task
Management to establish the expected output from each
task
Taylor also developed the idea that most people work only to earn
money
»
Therefore, he felt piece work would be the best incentive
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 –
1927 - 1932
 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 – 1960 Human Side of Enterprise
Theory
X
– Managers assume people dislike work,
avoid responsibility, lack ambition,
and need close supervision.
Theory
Y
– 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.
EXHIBIT
1-1
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.
Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998),
pp. 64–98; Joanne Cole, Interview with Jeffery Pfeffer: “Putting People First,” HRFOCUS, April 1998,
pp. 11–12; Pfeffer, “Producing Sustainable Competitive Advantage through the Effective
Management of People,” Academy of Management Executive, February 1995, pp. 64–65.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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Key Managerial Practices of Successful
Organizations
GROUP ACTIVITY
Take a few minutes to individually rank the
Managerial Practices in order of importance to
you.
Get with your group and compare notes.
Come up with a group consensus on rank
ordering.
Share with the class.
What accounts for the differences?
What might this tell you about managing others?
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
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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
EXHIBIT
1-3
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
organizational behavior
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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