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Section 1

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Section 1

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    1. Section 1 Introduction to Organizational Behavior

    3. Where we are going… Good to Great Jim Collins (2001) “Good is the enemy of great.”

    4. Learning Objectives Provide an overview of the major challenges and the paradigm shift facing management now and in the next economy. Outline an organizational behavior perspective for today’s management. Summarize the Hawthorne studies as the starting point of modern organizational behavior. Explain the methodology that is used to accumulate knowledge and facilitate understanding of organizational behavior. Relate the various theoretical frameworks that serve as a foundation for a model of organizational behavior.

    5. Agenda What is Organizational Behavior Characteristics of Organizational Behavior Why study Organizational Behavior The Human Equation Challenges in Managing The New Paradigm Hawthorne Studies and Research in O.B.

    6. History of Org Behavior Sumerians- Record Keeping Egyptians- Need for Planning and Control Moses- Shared Leadership, Delegation Hamurabi- First ______? Alexander the Great- Use of Staff Niccolo Machivelli- The ends _____ the ______.

    7. What are Organizations? Groups of people who work interdependently toward some purpose Structured patterns of interaction Coordinated tasks Work toward some purpose

    8. Organizational Behavior The study of individual behavior and group dynamics in organizations Understand Predict Manage

    9. Defining Organizational Behavior

    10. Levels of Analysis Organizational behavior can be examined at 3 levels: organizational, group, and individual. OB is particularly important to managers.Organizational behavior can be examined at 3 levels: organizational, group, and individual. OB is particularly important to managers.

    11. Contributing Disciplines to the OB Field

    12. Contributing Disciplines to the OB Field (cont’d)

    13. Contributing Disciplines to the OB Field (cont’d)

    14. Contributing Disciplines to the OB Field (cont’d)

    15. Contributing Disciplines to the OB Field (cont’d)

    16. Theoretical Frameworks for O.B. Cognitive Framework Personality Satisfaction, Commitment and Absenteeism Model Attraction- Selection-Attrition Model Behavioristic Framework Pavlov’s Dogs Environmental Contingencies Social Cognitive Framework Allows for more complexities More accepted framework

    17. Agenda What is Organizational Behavior Characteristics of Organizational Behavior Why study Organizational Behavior The Human Equation Challenges in Managing The New Paradigm Hawthorne Studies and Research in O.B.

    18. There Are Few Absolutes in OB

    19. Open Systems View of Organization

    20. Agenda What is Organizational Behavior Characteristics of Organizational Behavior Why study Organizational Behavior The Human Equation Challenges in Managing The New Paradigm Hawthorne Studies and Research in O.B.

    21. Why Study Org Behavior? Competitive advantage of an organization today is represented by: Human resource of an organization and how they are managed. Widely recognized as- human capital, social capital and positive psychological capital.

    22. The Challenges Facing Management The academic field of organizational behavior has been around for at least the past thirty years. Problems facing managers of human organization have been around since the beginning of civilization.

    23. What external forces contribute to ethical issues? Political Developments Legal Developments International Developments

    24. The Challenges Facing Management Although the problems with human organizations and the solutions over the ages have not really changed that much, the emphasis and surrounding environmental context certainly have. This new environment is disruptive, discontinuous change. It represents a new paradigm, a new way of thinking about the workplace. Three challenges facing managers to day are: Globalization and Information Technology Diversity Ethics

    25. Undergoing a Paradigm Shift A paradigm simply establishes the rules (written or unwritten), defines the boundaries, defines a way to understand reality, ways of thinking/framework, and tells one how to behave within the boundaries to be successful. For today’s and tomorrow’s organizations and management, there are new rules with different boundaries requiring new and different behaviors. E.g., Theory X won’t cut it in most U.S. economic cycles There is considerable resistance to change and why it is very difficult to move from the old management paradigm to the new.

    26. A New Perspective for Management “One-eighth” situation—about one-eighth of today’s organizations believe it, do it, stick with it. “The Knowing-Doing Gap”—most managers know the value of the human factor and how to implement the approach to improve organizational performance, but still are not doing it.

    27. Agenda What is Organizational Behavior Characteristics of Organizational Behavior Why study Organizational Behavior The Human Equation Challenges in Managing The New Paradigm Hawthorne Studies and Research in O.B.

    28. Formal vs. Informal Organization Formal Organization - the official, legitimate, and most visible part of the system Informal Organization - the unofficial and less visible part of the system

    29. The Hawthorne Studies The Illumination Studies: A Serendipitous Discovery Subsequent Phases of the Hawthorne Studies Implications of the Hawthorne Studies THE HAWTHORNE EFFECT

    30. Research Methodology The Overall Scientific Perspective Understand Predict Control Starting with Theory The Use of Research Designs Case Survey Experiments The Validity of Studies Internal External

    32. Review What is a paradigm? What are some areas than have influenced the study of Org Behavior? What are some concepts studied in Org Behavior? Why should a manager know about this domain of knowledge? Contrast formal versus informal organization

    33. Review What happened in the Hawthorne Studies? Why are they so important and what did we learn from them? Describe 3 challenges facing managers today; why are they considered “challenges”? Describe the 1/8th rule or the “Knowing-Doing Gap”

    34. Articles for Discussion Practitioner-Scientist Pfeffer’s 13 Practices (also ppt) Research in Management AME

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