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Chapter 1
Introduction to Organizational Behavior
John M. Ivancevich
Michael T. MattesonSlides Prepared by Bruce R. Barringer
University of Central Florida
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Learning ObjectivesSlide 1 of 2
• Discuss the importance of human resources to organizational success.
• Describe the disciplines that have contributed to the field of organizational behavior.
• Discuss the importance of understanding behavior in organizations.
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Learning ObjectivesSlide 2 of 2
• Explain the goal approach to defining and measuring effectiveness.
• Explain the relationship between quality and organizational effectiveness.
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Forces Reshaping the Process of Management
Cultural DiversityPower of Human Resources
Globalization
Rapid Change New Psychological Contract
Employer-Employee
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The Origins of ManagementSlide 1 of 3
• Early History of Management– Early on, management was a process of trial
and error with little or no theory and virtually no sharing of ideas or practices.
• Industrial Revolution in England– The period between 1700 and 1785 is referred
to as the Industrial Revolution in England.
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The Origins of ManagementSlide 2 of 3
• Industrialization in the U.S.– A new industrial era begin in the U.S. around the
time of the Civil War (early 1860s).– Managers attempted to better plan, organize, and
control the work of their organizations.
• Scientific Management– Frederick Taylor applied scientific methods to
jobs in an attempt to maximize the output of workers.
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The Origins of ManagementSlide 3 of 3
• Henri Fayol– Developed the first comprehensive statement of
a general theory of management.– Defined the functions of management as
planning, leading, organizing, commanding, coordination, and controlling.
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The Functions of Management
Planning
Organizing
Commanding
Coordinating
Controlling
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Fayol’s Contribution to the Field of Management
Management is a separate body of knowledge that can be applied in any type of organization
A theory of management can be learned and taught
There is a need for teaching management in colleges
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The Importance of Studying Organizational Behavior (OB)
Slide 1 of 2
• OB is a way of thinking.
• OB is multidisciplinary.
• There is a distinctly humanistic orientation with OB.
• The field of OB is performance oriented.
• The external environment is seen as having significant impact on OB.
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The Importance of Studying Organizational Behavior (OB)
Slide 2 of 2
• Since the field of OB relies heavily on recognized disciplines, the role of the scientific method is deemed important in studying variables and relationships.
• The field has a distinctive applications orientation.
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The Hawthorne StudiesSlide 1 of 2
• Illumination Study at Western Electric Plant– Uncovered the “Hawthorne Effect”
• Workers felt important because someone was observing and studying them at work. Thus, they produced more because they were observed and studied.
• Bank Wiring Room Study– Discovered that the behavior of an individual
worker is modified by the influence of his or her work group.
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The Hawthorne StudiesSlide 2 of 2
• Overall Conclusions– Economic rewards don’t totally explain worker
behavior. – Workers respond to:
• Group norms
• Social pressures
• Observation
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Exhibit 1.2: Topics in Studying and Understanding Organizational Behavior
The Field of Organizational Behavior Chapters 1 and 2
The Field of Organizational Behavior Chapters 1 and 2
Part IIUnderstanding and Managing Individual Differences
Chapters 3-7
Part IIUnderstanding and Managing Individual Differences
Chapters 3-7
Part IIIGroup Behavior and Interpersonal Influence
Chapters 8-10
Part IIIGroup Behavior and Interpersonal Influence
Chapters 8-10
Part IVOrganizational Processes
Chapters 11-14
Part IVOrganizational Processes
Chapters 11-14
Part VIssues in Organizational Design, Change, and Innovation
Chapters 15-16
Part VIssues in Organizational Design, Change, and Innovation
Chapters 15-16
Environment Environment
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Framing the Study of Organizational Behavior
The Organization’s Environment
The Individual in the Organization
Interpersonal Influence and
Group Behavior
Interpersonal influence and
group behavior are also powerful
forces
Understanding individual behavior is critical for effective
management
Every organization must
respond to the needs of its
environment
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Organizational Structure and DesignSlide 1 of 2
• Structure of the Organization– The structure of the organization refers to the
components of the organization and how these components fit together.
• Job Design– Refers to the processes by which managers
specify the contents, methods, and relationships of jobs and specific task assignments to satisfy both organizational and individual needs.
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Organizational Structure and DesignSlide 2 of 2
• Organizational Processes– A number of behavioral processes contribute to
effective organizational performance including leadership, communication, decision making, and organizational change and development.
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Effectiveness in Organizations
• The Goal Approach– In the view of this approach, an organization
exists to accomplish goals.
• The Systems Approach– Systems theory enables you to describe the
behavior of organizations both internally and externally.
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Exhibit 1.4: The Basic Elements of a System
InputsInputs ProcessProcess
EnvironmentEnvironment
OutputsOutputs
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Systems Theory
• Two Main Conclusions– Effectiveness criteria must reflect the entire
input-process-output cycle, not simply output.– Effectiveness criteria must reflect the
interrelationships between the organization and its outside environment.
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Exhibit 1.5: Time Dimension Model of Effectiveness
Quality
Productivity Efficiency Satisfaction
Quality
Adaptiveness Development
Quality
Survival
Short runShort run Intermediate runIntermediate run Long runLong run
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Criteria for Effectiveness
QualityQuality
AdaptivenessAdaptiveness
ProductivityProductivity
DevelopmentDevelopment EfficiencyEfficiency
SatisfactionSatisfaction