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Organizational Organizational Behavior, 9/EBehavior, 9/E

Schermerhorn, Hunt, and Schermerhorn, Hunt, and OsbornOsborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.

Organizational Behavior: Chapter 1 2

Chapter 1 Study Questions

What is organizational behavior and why is it important?

What are organizations like as work settings?

What is the nature of managerial work?How do we learn about organizational

behavior?


Study Question 1: What is organizational behavior and why is it important?

Workplace success depends on: – Respect for people.

– Understanding of human behavior in complex organizational systems.

– Individual commitment to flexibility, creativity, and learning.

– Individual willingness to change.



Organizations and their members are challenged to: – Simultaneously achieve high performance and

high quality of life.– Embrace ethics and social responsibility.– Respect the vast potential of demographic and

cultural diversity among people.– Recognize the impact of globalization.



Organizational behavior.– Study of human behavior in

organizations. – A multidisciplinary field devoted to

understanding individual and group behavior, interpersonal processes, and organizational dynamics.



Pick up Figure 1.1 from the textbook.



Reasons for importance of scientific thinking.– The process of data collection is

controlled and systematic.– Proposed explanations are carefully

tested.– Only explanations that can be

scientifically verified are accepted.



Contingency approach.

– Tries to identify how different situations can be best understood and handled.

– Important contingency variables include:• Environment.• Technology.• Tasks.• Structure.• People.



Modern workplace trends.– Commitment to ethical behavior.– Importance of human capital.– Demise of “command and control.”– Emphasis on teamwork.– Pervasive influence of information

technology.– Respect for new workforce expectations.– Changing definition of “jobs” and “career.”


Study Question 2: What are organizations

like as work settings?

An organization is a collection of people working together in a division of labor to achieve a common purpose.



like as work settings?The core purpose of an organization is the

creation of goods and services.Missions and mission statements focus

attention on the core purpose.Mission statements communicate:

– A clear sense of the domain in which the organization’s products and services fit.

– A vision and sense of future aspirations.



like as work settings?A strategy is a comprehensive plan that

guides organizations to operate in ways that allow them to outperform their competitors.

Key managerial responsibilities include strategy formulation and implementation.

Knowledge of OB is essential to effectively strategy implementation.



like as work settings?Stakeholders.

– People, groups, and institutions having an interest in an organization’s performance.

– Customers, owners, employees, suppliers, regulators, and local communities are key stakeholders.

– Interests of multiple stakeholders sometimes conflict.

– Executive leadership often focuses on balancing multiple stakeholder expectations.



like as work settings? Organizational culture and diversity.

– Organizational culture refers to the shared beliefs and values that influence the behavior of organizational members.

– Positive organizational cultures:• Have a high-performance orientation.• Emphasize teamwork.• Encourage risk taking.• Emphasize innovation..• Respect people and workforce diversity.

– Success in business world is tied to valuing diversity.



like as work settings?Organizational effectiveness approaches.

– Systems resource approach focuses on inputs.

– Internal process approach focuses on the transformation process.

– Goal approach focuses on outputs.– Strategic contingencies approach

focuses on impact on key stakeholders.




Longitudinal views of organizational effectiveness.– Short-run emphasis on goal accomplishment,

resource utilization, and stakeholder satisfaction.

– Intermediate-run emphasis on organization’s adaptability and development potential.

– Long-run emphasis on survival.


Study Question 3: What is the natureof managerial work?

Managers perform jobs that involve

directly supporting the work efforts of

others.

Managers assume roles such as

coordinator, coach, or team leader.



The management process.– An effective manager is one whose

organizational unit, group, or team consistently achieves its goals while its members remain capable, committed, and enthusiastic.

– Key results of effective management:• Task performance.• Job satisfaction.



The nature of managerial work.– Managers work long hours.

– Managers are busy people.

– Managers are often interrupted.

– Managerial work is fragmented and variable.

– Managers work mostly with other people.

– Managers spend a lot of time communicating.



Managerial mind-sets.

– Reflective mind-set — managing one’s self.

– Analytic mind-set — managing organizational

operations and decisions.

– Worldly mind-set — managing in a global context.

– Collaborative mind-set — managing relationships.

– Action mind-set — managing change.



Managerial skills and competencies.

– A skill is an ability to translate knowledge into

action that results in a desired performance.

– Categories of skills.

• Technical.

• Human.

• Conceptual.


Study Question 4: How do we learn about organizational behavior?

Learning is an enduring change in

behavior that results from experience.

Organizational learning is the process of

acquiring knowledge and utilizing

information to adapt successfully to

changing circumstances.



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Copyright 2005 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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