Chapter 1 Introduction:Organizational Behavior in Changing Times Nelson - PowerPoint PPT Presentation

Loading...

PPT – Chapter 1 Introduction:Organizational Behavior in Changing Times Nelson PowerPoint presentation | free to download - id: 6651d1-MjU1N



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Chapter 1 Introduction:Organizational Behavior in Changing Times Nelson

Description:

Title: Chapter 1 Introduction:Organizational Behavior in the 1990s Nelson & Quick Author: Marilyn A. Bergmann Last modified by: Leslie A. Kauffman – PowerPoint PPT presentation

Number of Views:72
Avg rating:3.0/5.0
Slides: 26
Provided by: Maril169
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Chapter 1 Introduction:Organizational Behavior in Changing Times Nelson


1
Chapter 1 IntroductionOrganizational Behavior in
Changing Times Nelson Quick
2
Organizational Behavior
The study of individual behavior and group
dynamics in organizational settings
Organizational Variables
Performance appraisal Work design
Human Behavior
Communications
Organizational Design
Organizational Structure Jobs
3
Organizational vs. Individual Point of View
Clockworks or Snake pit?
Human Behavior in the Organization
4
Internal/External Perspective of Human Behavior
Each Perspective has produced motivational
leadership theories.
5
Sociology the science of society
Psychology the science of human behavior
Engineering the applied science of energy
matter
Interdisciplinary Influences on Organizational
Behavior
Anthropology the science of the learned
behavior of human beings
Medicine the applied science of healing or
treatment of diseases to enhance an
individuals health and well-being
Management the study of overseeing activities
and supervising people in organizations
6
Components of an Organization
  • Task - an organizations mission, purpose, or
    goal for existing
  • People - the human resources of the organization
  • Structure - the manner in which an organizations
    work is designed at the micro level how
    departments, divisions, the overall
    organization are designed at the macro level
  • Technology - the intellectual and mechanical
    processes used by an organization to transform
    inputs into products or services that meet
    organizational goals (ch02)

7
Organizations as Systems
Based on Harold Levitt, Applied Organizational
Change in Industry Structural, Technological,
and Humanistic Approaches, in J.G. March (ed.),
Handbook of Organizations, Rand McNally, Chicago,
1965, p. 1145. Reprinted by permission of James
G. March
8
Formal vs. Informal Organization
  • Formal Organization - the part of the
    organization that has legitimacy and official
    recognition
  • Informal Organization - the unofficial part of
    the organization

9
Formal Informal Elements of Organizations
Formal organization (overt) Goals
objectives Policies procedures Job
descriptions Financial resources
Social Surface
Informal organization (covert) Beliefs
assumptions about people, work, the
organization Perceptions attitudes Values Feelin
gs, such as fear, rage, despair, hope Group
norms
10
U.S. Gross Domestic Product
Total 9.3 Trillion
6
15
12
8
40
19
11
Six Focus Organizations
  • Ford Motor Company
  • Gateway, Inc.
  • Southwest Airlines
  • Starbucks Corporation
  • Harpo Entertainment Group
  • American Red Cross

12
Change
  • Too much change chaos
  • Too little change stagnation
  • How do you view change?

Threat
Opportunity
13
International Competition in Business
  • Thurow the next several decades in business will
    be characterized by intense competition among the
    United States, Japan, and Europe in core
    industries.
  • Success will require
  • positive response to the competition in the
    international marketplace
  • responsiveness to ethnic, religious, and gender
    diversity in the workforce

14
Quality
  • A potential means for giving organizations in
    viable industries a competitive edge in
    international competition
  • A rubric for products and services that are of
    high status
  • A customer-oriented philosophy of management with
    implications for all aspects of organizational
    behavior
  • A cultural value embedded in successful
    organizations

15
Cannot be optimized
Quality
Is not a fad
Is not an end in itself
Three key questions in evaluating
quality-improvement ideas
1. Does the idea improve customer response? 2.
Does the idea accelerate results? 3. Does the
idea increase the effectiveness of resources?
YES means the idea should improve overall
quality
16
Total Quality Management
  • Total Quality Management -
  • the total dedication to continuous improvement
    and to customers so that the customers needs are
    met and their expectations exceeded

Total Quality is NOT - a panacea for all
organizations - a guarantee of unqualified
success
17
CEOs Advance Total Quality by
  • Engaging in participative management
  • Being willing to change everything
  • Focusing quality efforts on customer service
  • Including quality as a criterion in reward
    systems
  • Improving the flow of information regarding
    quality-improvement successes or failures
  • Being actively personally involved in quality
    efforts

18
Seven Categories in the Malcolm Baldrige National
Quality Award Examination
  • Leadership
  • Information and analysis
  • Strategic quality planning
  • Human resource utilization
  • Quality assurance of products services
  • Quality results
  • Customer satisfaction

19
Challenges to Managing Organizational Behavior
  • 1. Increasing globalization of organizations
    operating territory
  • 2. Increasing diversity of organizational
    workforces
  • 3. Continuing technological innovation with its
    companion need for skill enhancement
  • 4. Continuing demand for higher levels of moral
    ethical behavior at work

20
Learning about Organizational Behavior
Objective knowledge knowledge that results
from research and scholarly activities
Skill development the mastery of abilities
essential to successful functioning in
organizations
21
The Organizational Behavior Student is
  • a critical consumer of knowledge related to
    organizational behavior--one who is able to
    intelligently question the latest research
    results and distinguish plausible, sound new
    approaches from fads that lack substance or
    adequate foundation.

22
Learning from Structured Activity
Individual or group structured activity (e.g.
group decision activity)
New or modified knowledge or skills (e.g.,
consensus group decisions are better)
Systematic review of the structured activity
(e.g., compare individual group results)
Conclusions based on the systematic review (e.g.,
the group did better)
23
Three Assumptions Required for Learning from
Structured Activity
  • Each student must accept responsibility for his
    or her own behavior, actions, learning
  • Each student must actively participate in the
    individual or group structured learning activity
  • Each student must be open to new information, new
    skills, new ideas, and experimentation

24
Skills Identified by U.S. Department of Labor
  • Resource management skills
  • Information management skills
  • Personal interaction skills
  • Systems behavior performance skills
  • Technology utilization skills

25
Watchwords for Organizations in These Changing
Times
About PowerShow.com