organizational behaviour and management ivancevich

8/9/2019 organizational behaviour and management ivancevich

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McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights resere!.

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hapter

Introduction to

Organizational Behavior

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Introduction

Organizations are much more than only ameans for providing goods and service

They create the settings in which most of usspend our lives

They have profound influence on employeebehavior


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The core 21stcentury

qualities needed to create

the ideal work atmoshere!egin with intelligence"

passion" a strong work ethic"

and a genuine concern forpeople#


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1-$

%anaging and &orking Today andin the 'uture(

Managers must become agileandflexibleto help their firms develop andsustain competitive advantage

To be successful, managers will need toharness the powers of:

information technology human capital


6/25McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights resere!.

1-)

Rapidity of

Change

New Worker-Employer

Psychological

Contract

Technology

Globalism Cultural

i!ersity

Power of"uman

Resources

*nvironmental 'orces +eshaing%anagement ,ractice

.h ll / Th ' t



1-.hallenges o/ These 'orces to%anagers

Resisting the reality ofthese forces will likely lead

to:

Unnecessary conflict Reduced managerial

performance

Reduced non-

managerial performance

Lost opportunities

Resisting the reality ofthese forces will likely lead

to:

Unnecessary conflict

Reduced managerial

performance

Reduced non-

managerial performance

Lost opportunities

Failing to cope and dealwith these forces will likelyresult in:

Job dissatisfaction

Poor morale

Reduced commitment

Lower work uality

!urnout Poor "udgment

Unhealthy conseuences

Failing to cope and dealwith these forces will likelyresult in:

Job dissatisfaction

Poor morale

Reduced commitment

Lower work uality

!urnout Poor "udgment

Unhealthy conseuences



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The Origins o/ %anagement

'rederic Taylorscientic

%anagement,rinciles

enri 'ayols'unctions o/%anagement

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1-5,rinciles

61 o/ 27

Develop a science for each element of anemployees wor!

which replaces the old rule"of"thumb

method

#cientifically select and then train, teach,

and develop the wor!er whereas in the past a wor!er chose the

wor! to do and was self"trained

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1-18,rinciles

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$eartily cooperate with each other toinsure that all wor! was done inaccordance with the principles of science

There is an almost e%ual division of thewor! and the responsibility between

management and non"managers

1 11Imact o/ 'ayols 'unctions o/



1-11Imact o/ 'ayols 'unctions o/%anagement

#mphasi$ed theimportance of carefully

practicing efficient:

planning organi$ing

commanding

coordinating controlling

#mphasi$ed theimportance of carefully

practicing efficient:

planning

organi$ing

commanding

coordinating

controlling

%anagement is a separatebody of knowledge that can

be applied in any type of

organi$ation

& theory of managementthat can be learned andtaught

'here is a need forteaching management incolleges

%anagement is a separatebody of knowledge that can

be applied in any type of

organi$ation

& theory of managementthat can be learned andtaught

'here is a need forteaching management incolleges

1 129enition o/ Organizational



1-129enition o/ OrganizationalBehavior 6OB7

The study of human behavior, attitudes,and performance within an organizational

setting

drawing on theory( methods( and principles fromsuch disciplines as psychology( sociology( political

science( and cultural anthropology

to learn about indi)idual( groups( structure( andprocesses

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:ey ,oints ;!out OB

*+ ,! is a way of thinking+ ,! is multidisciplinary

.+ 'here is a distinctly humanistic orientation

within ,!

/+ 'he field of ,! isperformance-oriented

0+ 'he role of the scientific methodis important instudying )ariables and relationships

1+ ,! has a distincti)e applications orientation

*+ ,! is a way of thinking+ ,! is multidisciplinary

.+ 'here is a distinctly humanistic orientation

within ,!

/+ 'he field of ,! isperformance-oriented

0+ 'he role of the scientific methodis important instudying )ariables and relationships

1+ ,! has a distincti)e applications orientation

1-14. t i! ti t th t d / O i ti l



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IndividualIndividual

GroupGroup

OrganizationOrganization

OrganizationalOrganizational

BehaviorBehaviorSocial PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology

DisciplineDiscipline Unit of AnalysisUnit of Analysis OutputOutput

.ontri!utions to the tudy o/ OrganizationalBehavior

1-1$tu y ng rgan zat ona



1 1$tu y ng rgan zat onaBehavior


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1 1)

#rgani$ational

Processes

#rgani$ational

%tructure

Change and

&nno!ation

'nderstanding

and (anaging

&ndi!idual

)eha!ior

Group )eha!ior

and

&nterpersonal

&nfluence

The#rgani$ation*s

En!ironment

Toics in tudying and=nderstanding OB

1-1e as c ements o a


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e as c ements o aystem

InutsInuts ,rocess,rocess OututsOututs

*nvironmen*nvironmen

tt

1-10ree ersect ves on


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&ndi!idual&ndi!idualeffecti!enesseffecti!eness

GroupGroupeffecti!enesseffecti!eness

#rgani$ational#rgani$ationaleffecti!enesseffecti!eness

ree ersect ves on*>ectiveness

1-15Time 9imension %odel o/


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Time 9imension %odel o/*>ectiveness

+uality+uality +uality+uality +uality+uality

Producti!ityProducti!ity

EfficiencyEfficiency

%atisfaction%atisfaction

,dapti!eness,dapti!eness

EfficiencyEfficiency

%atisfaction%atisfaction

%ur!i!al%ur!i!al

%hort run &ntermediate run ong run

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ystems Theory and


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ystems Theory and*>ectiveness 61 o/ 27

&ffectiveness criteria must reflect theentire input"process"output cycle, not

simply output

&ffectiveness criteria must reflect the

interrelationships between the

organization and its outside environment

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ystems Theory and


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ystems Theory and*>ectiveness 62 o/ 27

Organizational effectiveness is an all"encompassing concept that includes a

number of component concepts

The managerial tas! is to maintain the

optimal balance among these

components

1-22%anagers can lead the way to higher


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%anagers can lead the way to higherlevels o/ e>ectiveness !y(61 o/ 27

'roviding opportunities for training andcontinuous learning

#haring information with employees

&ncouraging cross"development

partnerships

(in!ing compensation to performance

1-23%anagers can lead the way to higher


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%anagers can lead the way to higherlevels o/ e>ectiveness !y(62 o/ 27

)voiding layoffs *eing a supportive role model

+especting the differences across

employees

*eing a good listener

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: , i t


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:ey ,oints 61 o/ 27

The !ey to an organizations success isits human resources

Organizations need human resourcesthat:

wor! hard

thin! creatively

perform ecellently

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: , i t


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McGraw-Hill/Irwin 2005 The McGraw-Hill Companies Inc All rights resere!

:ey ,oints 62 o/ 27

+ewarding, encouraging, and nurturingthe human resources in a timely and

meaningful manner is what is re%uired

The behavior of employees is the !ey to

achieving effectiveness

organizational behaviour and management ivancevich

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