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The Field of Organizational Behavior

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Title: The Field of Organizational Behavior


1
CHAPTER-1
  • The Field of Organizational Behavior

2
Defining the field
  • This is a field that seeks knowledge of all
    aspects of behavior in organizational settings

3
Characteristics of the field
  • Commitment to scientific field
  • - systematic observation and measurement in order
  • gain insights into the effects of organizations
    on people
  • apply insights to improve organizational
    functioning

4
Analyze the phenomena
  • At three levels
  • Individual-perceptions, attitudes, and motives
  • group- communication and co-ordination
  • Organizational- effects on individuals and groups

5
Figure 1.2
Three Levels of Analysis Used in Organizational
Analysis
Organizational Processes (e.g., structure)
6
Historical Overview of the field
  • Scientific management
  • Fredrick Winslow Taylor- founder of the approach
  • Focus- emphasized the importance of designing the
    job as efficiently as possible
  • Principles
  • Careful selection and training of employees
  • Wages should be commensurate with productivity

7
Time and Motion Study
  • Frank and Lilian Gilbreth
  • Method- Classified and stream lined individual
    movements needed to perform a job
  • Principle- One Best Wayto perform the job

8
Human Relations Movement
  • Elton Mayo
  • Focus- the non economic social process in the
    work place
  • Principle- Worker effectiveness depends on the
    physical aspects of working conditions and the
    social conditions they encounter

9
Hawthorne Studies
  • Illumination Studies
  • Relay Room Studies
  • Bank Wiring room Studies

10
Classical Organizational Theory
  • Henry Fayol
  • Focus- The efficient structuring of the overall
    organizations
  • Principles
  • Division of labour
  • managerial authority
  • scalar chain
  • Unity of command
  • Subordinate Initiative

11
Bureaucracy
  • Max weber- a German classical organizational
    theorist proposed a form of organizational
    structure called bureaucracy
  • Principle- Design the the organization ideally
    to operate efficiently through clear hierarchy of
    authority in which people perform well-defined
    objects.

12
Fundamental Assumptions of Contemporary
Organizational Behavior
  • Organizations can be made more productive while
    also improving the quality of peoples work life
  • There is no one best approach to studying
    behavior in organizations
  • Organizations are dynamic and ever changing

13
Fundamental Assumptions
  • Work can be both productive and pleasant
  • Theory-X- people are lazy, irresponsible and must
    be forced to work
  • Theory-Y- people are capable of working
    productively and accepting responsibility for
    their work

14
Figure 1.7
Theory X Versus Theory Y
15
Contingency Approach
  • Behavior is contingent on many different
    variables at once
  • personal characteristics
  • Situational factors
  • environmental factors

16
Organizations are dynamic and ever changing
  • Organizations are open systems
  • - Self sustaining systems that transform input
    from the external environment into output, which
    the system then returns to the environment

17
Figure 1.9
18
International Business and Global Economy
  • Globalization-
  • process that is interconnecting the worlds
    people regarding the culture, political,
    technological and environmental aspects of their
    lives

19
Increase in International Trade is due to
  • Lowered cost of transportation and communication
  • Less restrictive trade laws
  • Expansion of third world countries

20
International nature of todays Organization
  • Multinational corporation(MNCs)-
  • have significant operations spread throughout
    various nations but headquartered in a single
    nation

21
Expatriates
  • People who are citizens of one country but
    who live and work in another

22
Culture and Its Impact
  • Culture- Is a set of values, customs and beliefs
    people have in common with other members of a
    social unit
  • Multicultural Society-A society with many
    different racial,ethnic,socio-economic and
    generational subgroups each with its own culture

23
Culture and its Impact(continued)
  • Subculture- A smaller cultural group, having its
    own well-defined culture, operating with larger
    primary culture
  • Culture Shock-The tendency for people to become
    confused and disoriented when adjusting a new
    culture

24
Repatriation
  • The process of readjusting to ones own culture
    after spending time away from it

25
Culture and its impact(contd)
  • Parochial view- taking a narrow view of the world
    by believing there is one best way of doing
    things
  • Ethnocentric view- Their way of doing things is
    best

26
Culture and its Impact(contd)
  • Convergence hypothesis- Principles of good
    management are universal and ones that work well
    with in the United States apply equally well in
    other nations
  • Divergence Hypothesis--How to manage most
    effectively requires a clear understanding of the
    culture in which the people work

27
Trends towards Diversity
  • Melting-People from different racial, ethnic, and
    religious backgrounds are transformed into a
    common American Culture
  • Cultural Pluralism- Social harmony does not
    require people from various cultures to
    assimilate or melt together into one but that
    peoples separate identities should be maintained
    and accepted by others

28
Figure 1.11
29
Demographic trends creating the diverse Work force
  • Greater participation by women in work force
  • Greater participation by racial and ethnic
    minorities
  • People live and work longer

30
Baby boom generation
  • Generation of children born in the economic boom
    period following the world war ll

31
Trends What todays companies are doing
  • Child care facilities
  • Elder care facilities
  • Personal support policies

32
Flexible New Working Arrangements
  • Flextime programs- employees have discretion over
    when they can arrive and leave work, thereby
    making it easier to adapt their work schedules to
    the demands of their personal lives
  • Improvements in performance and job satisfaction
  • Less employee turnover and absenteeism

33
Flexible, New Working Arrangements(contd)
  • Compressed work week- work fewer days each week
    but longer hours each day(e.g., four 10hour days)
  • Job sharing- form of regular part time work in
    which pairs of employees assume the duties of a
    single job,thus splitting its responsibilities,
    salary, and benefits

34
Flexible, New Working Arrangements(contd)
  • Voluntary reduced work time(V-time)- allow
    employees to reduce the amount of time they work
    by a certain amount with a proportional reduction
    in pay.
  • -typically a 10-20 percent reduction in time
  • -popular among various state agencies in the US

35
Flexible, New Working Arrangements(contd)
  • Telecommuting- use of communications technology
    to perform work from remote locations(e.g.,the
    home)

36
Figure 1.14
37
New Organizational Forms
  • Leaner organizations- technology has made it
    possible for fewer people to do more work than
    ever before
  • Informate-The process by which workers manipulate
    objects through inserting data between
    themselves and those objects

38
New Organizational Forms(contd)
  • Outsourcing- Hiring outside firms to perform
    non-core business operations(I.e., peripheral
    tasks) to enhance core competency
  • core competency- organizations key capability

39
New Organizational Forms(contd)
  • Contingent Work Force- Temporary employees hired
    to work as needed for finite period of time
  • -Includes freelancers, subcontractors, and
    independent professionals

40
Virtual Corporation
  • A highly flexible,temporary organization formed
    by a group of companies to a specific opportunity
  • - various companies come together for special
    projects

41
Quality Revolution
  • Total Quality Management- organizational
    commitment to improving customer satisfaction by
    developing techniques to carefully manage output
    quality

42
Quality Revolution
  • Benchmarking-process of comparing ones own
    product or services with the best from ones
    competitors
  • Quality control audits-careful examinations of
    how well a company meets its standards
  • Malcolm Baldridge Award- Given annually to U.S
    companies that practise effective quality
    management and significantly improve the quality
    of their goods and services

43
Corporate Social Responsibility
  • Public is increasingly intolerant of unethical
    behavior in organizations

44
Promoting ethical behavior in organizations
  • Code of ethics- describes what an organization
    stands for and the general rules of conduct it
    expects from employees(e.g., to avoid conflicts
    of interest, to be honest, and so on)

45
Promoting ethical behavior (contd)
  • Ethics audit- process of actively investigating
    and documenting incidents of dubious ethical
    value within the company
  • Challenge rationalizations-examine excuses for
    unethical behavior

46
The End
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