Behavior in organizations 10th by greenberg chapter01

The Field of Organizational Behavior Chapter 1... Define the concepts of organization and organizational behavior OB.. Describe the field of organizational behavior’s commitment to th

The Field of Organizational

Behavior

Chapter 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.

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

A structured social system consisting of

groups and individuals working together

to meet some agreed-upon objectives.

OB Field Characteristics

 Applies scientific method to managerial

problems

 Studies individuals, groups, and organizations

 Multidisciplinary in nature

individual well-being

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

Three Levels of Analysis

Multidisciplinary Roots

 Psychology

 Sociology

 Anthropology

 Political science

 Economics

 Management science

Organizational Effectiveness and

Quality of Life at Work

Theory X vs Theory Y

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

Fundamental Assumptions

Dynamic Nature of Organizations

Open Systems Model

Fundamental Assumptions

No “One Best”

Contingency Approach

Behavior

Contingent upon certain conditions

OB History

• Efficient design of jobs

• Hawthorne studies

OB History

• Efficient organization structure

• Division of labor

• Bureaucracy

Prominent Trends

Increasingly Global Businesses

 Multinational enterprises (MNE)

• Repatriate

• Culture shock

• Expatriate

 Changing management perspectives

• Convergence hypothesis

Prominent Trends

Increasingly Diverse Workforce

Prominent Trends

Responding to Technology Changes

 Leaner organizations creation

• Downsizing

• Outsourcing

 Virtual organization creation

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

Prominent Trends

Responding to Changing Expectations

 The quality revolution

• Total quality management

• Benchmarking

• Malcolm Baldridge quality award

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