Organizational Behavior

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Organizational Behavior
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Organizational Behavior
What is Organizational Behavior? Definitions
Determinants A Managers Preview
Describe?Diagnose?Prescribe? ?Act Historical
Approach Structural Perspectives Behavioral
Perspectives Integrative Perspectives Major
Characteristics of the Field of Organizational
Behavior
Major Topics in the Study of OB A Model of
Organizational Behavior High Performance
Organizations Five Components Management
Challenges Challenges for Todays
Organizations The Diagnostic Approach
Description?Diagnosis? ?Prescription?Action
OB - A Brief Summary
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Definitions
1. The study of organizational behavior is
the study of the structure, functioning and
performance of organizations, and the
behavior of groups and individuals within
them. 2. Organizations are social
arrangements for achieving controlled
performance in pursuit of collective goals.

3. Controlled performance means setting
performance standards, measuring actual
performance, comparing actual with
standard, and taking corrective action if
necessary. 4. The organizational dilemma
concerns the question of how to reconcile the
potential inconsistency between individual
needs and aspirations on the one hand, and
the collective purpose of the
organization on the other.
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Definition - Organizational Behavior
The field of organizational behavior can be
defined as The study of human behavior,
attitudes and performance within an
organizational setting drawing on theory,
methods and principles from such disciplines
as psychology, sociology and cultural
anthropology to learn about individual
perceptions, values, learning capabilities, and
actions while working in groups and within
the total organization analyzing the
external environments effect on the organization
and its human resources, missions,
objectives and strategies.
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OB - More definitions

• (1) BEHAVIOR
• Mode of conducting oneself the
• way in which an organism, organ,
• or substance acts, especially in
• response to a stimulus.
• (2) A BEHAVIORAL SCIENTIST
• Someone whose primary concern
• is the study of how and why
• people behave as they do.
• (3) WHAT DOES HE OR SHE DO?
• works within the framework of scientific
  method
• does basic research
• performs experimental work

(4) WHO IS INTERESTED IN HIS WORK?
Focus is more on the manager and the
management process. (5) WHATS HE WORKING ON
NOW? A few current concerns with special
interests for the business world include
HANDOUT (6) HOW IS HE DOING?
Methodologies used...
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Determinants of Behavior

• HEREDITARY FACTORS
• SOCIAL ROLES
• REWARD SYSTEMS
• EXPERIENCE
• RANDOM BEHAVIOR

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A Managers Preview
Describe . . . . Diagnose . . . .
Prescribe . . . . Act
Systematically DESCRIBE and STUDY organizational
behavior UNDERSTAND the importance of effective
organizational behavior KNOW the challenges
faced by todays organizations DEMONSTRATE the
competencies needed by effective managers APPLY
a competitive approach DEAL with todays world
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Historical Schools of Thought Incorporate
Structural, Behavioral, and Integrative
Perspectives
Decade
Perspective
Description
School
Structural Structural
Described management as a science, with employees
having specific but different responsibilities
encouraged scientific selection, training and
development of workers and the equal division of
work between workers and management Listed the
duties of a manager as planning, organizing,
commanding employees, coordinating
activities, and controlling performance
basic principles called for specialization
of work, unity of command, scalar chain of
command, and coordination of activities
Scientific Management Classical
School
1910s 1920s
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Historical Schools of Thought Incorporate
Structural, Behavioral, and Integrative
Perspectives (Cont.)
Decade
Perspective
Description
School
1920s 1920s 1940s
Structural Behavioral Behavioral
Emphasized order, system, rationality,
uniformity, and consistency in management these
attributes led to equitable treatment for all
employees by management Focused on the
importance of the attitudes and feelings of
workers in- formal roles and norms
influence performance Encouraged individual
participation in decision making noted the
impact of the work group on performance
Bureaucracy Human Relations Group
Dynamics
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Historical Schools of Thought Incorporate
Structural, Behavioral, and Integrative
Perspectives (Cont.)
School
Decade
Perspective
Description
Decision Making Leadership Systems
Theory
1950s 1950s 1960s
Behavioral Behavioral Integrative
Suggested individuals to satisfy when they make
decisions Stressed the importance of
groups having both social and task
leaders differentiated between Theory X
and Theory Y management Represented an
organization as an open system with inputs,
transformations, output, and feedback systems
strive for equilibrium and experience equality
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Historical Schools of Thought Incorporate
Structural, Behavioral, and Integrative
Perspectives (Cont.)
School
Decade
Perspective
Description
Contingency Theory
1980s
Integrative
Emphasized the fit between organizational
processes and characteristics of the situation
called for fitting the organizations structure
to various contingencies
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Major Characteristics of the Field of
Organizational Behavior
Three levels of analysis Interdisciplinary
nature Humanistic orientation Performance
orientation Recognition of external environment
forces Use of the scientific method Application
orientation
Individuals, groups, and the organization are
equally important in studying and understanding
behavior in organizations. Principles, concepts
and models from the behavioral sciences -
psychology, sociology, and cultural anthropology
- are utilized. The importance of attitudes and
perceptions in understanding behavior within
organizations is stressed. Continual emphasis is
placed on a search for ways to improve, sustain
and encourage effective performance. The
identification and continual monitoring of
external environmental forces are important for
improving organizational behavior. Whenever
possible, scientific methods are used to
supplement experience and intuition. Knowledge
developed in the field of organizational behavior
must be useful to practicing managers when they
confront individual, group, and organizational
problems.
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Major Topics in the Study of OB
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A Model of Organizational Behavior
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Five components of a High Performance Organization
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Management Challenges of High Performance
Organizations

• Environmental Linkages
• Internal Integration
• Middle Manager Roles
• High Level Leadership
• Greenfield Sites Versus Redesigns

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Challenges for Todays Organizations

• THE GLOBAL ARENA
• A Global Economy
• Regional Economic Alliances
• Global Quality Standards
• Global Managers
• NEW TYPES OF ORGANIZATIONS
• ADVANCES IN INFORMATION TECHNOLOGY
• CRS - ETHICS IN ACTION

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The Four-Step Diagnostic Approach Offers a
Systematic Way of Analyzing and Then Acting in
Organizational Situations
DESCRIPTION Data Collection through
Observation, Questionnaires, Interviews
DIAGNOSIS Identification of Key
Factors Applications of Theories and Concepts
PRESCRIPTION Identification of Solutions to
Problems or Ways of Changing Situations
ACTION Implementation of Solutions Evaluation of
Solutions
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OB - A Brief Summary
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Thank you for your attention!