Presentation on theme: "The Study of Organizations"— Presentation transcript:
1 The Study of Organizations
Chapter 1The Study of OrganizationsLearning ObjectivesAfter completing Chapter 1, you should be able to: define the term organizational behavior explain the contingency approach to managing behaviorIdentifyWhy managing workplace behaviors is different in different countries compare the goal, systems, and stakeholder approaches to effectively describe the type of environmental forces that make it necessary for organizations to change
2 Chapter Outline Studying Organizational Behavior
A Model for Managing OrganizationsPerspectives on EffectivenessThe Nature of Managerial WorkThree Ways to Think about EffectivenessManagerial Work & the Behavior, Structure, and Processes of Organizations2
3 Organizational behavior is a field of study that draws on theory, methods & principles from different disciplines. It seeks to learn about: Individuals’ perceptions, values, learning capacities, & actions while working in groups & within the organization. The effect of the external environment on the organization and its human resources, missions, objectives, & strategies.3
4 Organizational behavior:
Focuses on human behavior at the individual, group, & organizational levels. Is multidisciplinary. Has a humanistic orientation.Is performance-oriented.Is affected by the external environment. Relies on the scientific method. Has an applications orientation.Organizational behavior:4
5 FIGURE 1-1: CONTRIBUTIONS TO THE STUDY AND APPLICATION OF OB
Behavior ScienceTopic, model, techniqueLevel of AnalysisPerception RecruitmentValues SelectionAttitudes MotivationIndividualPsychologyOrganization theory PowerOrganization culture Work teamsGroup development ChangeSociologyField ofOBBehavioral change GroupAttitude change decision makingGroup processesGroupSocial Psych.Influence tactics EmpowermentPower and ethics Conflict resolutionPolitical strategies Illusion of powerPol. ScienceOrganizationCross-cultural Values & moralscommunicationCross-cultural analysisAnthropology
6 OPERATING ASSUMPTIONS
Organizational behavior follows principles of human behavior organizations are social systems multiple factors shape organizational behavior contingency approach: there’s no one best way to manage in every situation; managers must find different ways that fit different situationsStructure and processes affect organizational behavior and the emergent culture
7 Organizational Structure
A blueprint that shows how people & jobs are grouped in an organization. Depicted in an organization chart. Organizational ProcessesActivities that give life to organizational structure, such as communication, decision making, & career development.5
8 FIGURE 1-2: A MODEL FOR MANAGING ORGANIZATIONS
EnvironmentEnvironmentBehavior within organizations: The individual individual differences and diversity (chapter 4)Content explanations of motivation (chapter 5)Process explanations of motivation (chapter 6)Rewards obtained through organized behavior (chapter 7)Managing effective change and renewal processes(ch. 18)Behavior within organizations: Groups and interpersonal influence group behavior and teamwork (chapter 8)Intergroup behavior and team building (chapter 9)Realities of power and politics (chapter 10)Basic explanations for effective leadership practice (chapter 11)The structure and design of organizations structural anatomy of organizations (chapter 13)Designing effective jobs in the global era (chapter 14)Designing effective organizations in the global era (chapter 15)The processes of organizations managing effective communication processes (chapter 16)Managing effective decision-making processes (chapter 17)
9 THREE PERSPECTIVES ON EFFECTIVENESS
FIGURE 1-3:THREE PERSPECTIVES ON EFFECTIVENESSIndividualeffectivenessGroupeffectivenessOrganizationaleffectiveness6
10 CAUSES OF EFFECTIVENESS
FIGURE 1-4:CAUSES OF EFFECTIVENESSIndividualeffectivenessGroupeffectivenessOrganizationaleffectivenessCausesAbilitySkillKnowledgeAttitudeMotivationStressCausesCohesivenessLeadershipStructureStatusRolesNormsCausesEnvironmentTechnologyStrategic choicesStructureProcessesCulture7
11 MANAGEMENT’S CONTRIBUTION TO EFFECTIVENESS0
FIGURE 1-5:MANAGEMENT’S CONTRIBUTION TO EFFECTIVENESS0Managementperforms thefunctions of:PlanningOrganizingLeadingControllingTo coordinate thebehavior of:IndividualsGroupsOrganizationsTo attain:IndividualeffectivenessGroup effectivenessOrganizationalFeedback8
12 PLANNINGDetermining where the organization should be going & developing a plan to get there. Involves analyzing alternatives for action based on their degree of fit with the organization’s mission.9
13 ORGANIZINGDesigning the responsibility & authority of each individual job. Determining which of these jobs will be grouped into specific departments. Creating an effective organizational structure.10
14 LEADINGInfluencing people to perform well & achieve organizational goals. Channeling human behavior toward organizational goals. The most human-oriented management function. Executive leaders express the organization’s ideals to external constituents.11
15 CONTROLLINGEnsuring that the organization’s actual performance conforms with planned performance. Controlling activities include employee selection & placement, performance appraisal, materials inspection, & financial statement analysis.12
16 THREE APPROACHES TO EFFECTIVENESS
Goal approach systems theory approach stakeholder approach13
17 BASIC ELEMENTS OF A SYSTEM
FIGURE 1-6:BASIC ELEMENTS OF A SYSTEMInputsProcessOutputsEnvironmentSystem: A grouping of elements that individually establish relationships with each other and interact with their environment both as individuals and as a collective.14
18 Sources of Effectiveness
FIGURE 1-7: RELATIONSHIPS AMONG MANAGEMENT FUNCTIONS & INDIVIDUAL, GROUP & ORGANIZATIONAL EFFECTIVENESSSources of EffectivenessManagementFunctionsPlanningOrganizingLeadingControllingIndividualsObjectivesJob designsDelegated authorityPerson-centeredinfluenceIndividual standardsof performanceGroupsGoalsDepartment or unitGroup-centeredinfluenceGroup standardsof performanceOrganizationsMissionsIntegrative methods& processesEntity-centeredinfluenceOrganization standardsof performance15
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