Introduction to Organizational Behavior

1
Chapter 1

• Introduction to Organizational Behavior

2
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 todays 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.
• Present the social cognitive model of
  organizational behavior that serves as the
  conceptual framework for the text.

3
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.

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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 ______.

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What are Organizations?

• Groups of people who work interdependently toward
  some purpose
• Structured patterns of interaction
• Coordinated tasks
• Work toward some purpose

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Organizational Behavior

• The study of individual behavior and group
  dynamics in organizations
• Understand
• Predict
• Manage

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DefiningOrganizational Behavior
(Continued)
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Levels of Analysis
e.g., Selection Systems
e.g., Groupthink
e.g., Personality
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Contributing Disciplines to the OB Field
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Contributing Disciplines to the OB Field (contd)
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Contributing Disciplines to the OB Field (contd)
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Contributing Disciplines to the OB Field (contd)
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Contributing Disciplines to the OB Field (contd)
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Theoretical Frameworks for O.B.

• Cognitive Framework
• Personality
• Satisfaction, Commitment and Absenteeism Model
• Attraction- Selection-Attrition Model
• Behavioristic Framework
• Pavlovs Dogs
• Environmental Contingencies
• Social Cognitive Framework
• Allows for more complexities
• More accepted framework

15
Conceptual Framework for the Text
16
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.

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There Are Few Absolutes in OB
ContingencyVariables
x
y
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Open Systems View of Organization
Task environment Competitors Unions Regulatory
agencies Clients
Structure
Outputs Products Services
Inputs Material Capital Human
Task
Technology
People (Actors)
Organizational Boundary
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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.

20
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.

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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.

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The ChallengesFacing 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.

23
Undergoing a Paradigm Shift

• A paradigm simply establishes the rules (written
  or unwritten), defines the boundaries, and tells
  one how to behave within the boundaries to be
  successful.
• For todays and tomorrows organizations and
  management, there are new rules with different
  boundaries requiring new and different behaviors.
• There is considerable resistance to change and
  why it is very difficult to move from the old
  management paradigm to the new.

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A New Perspectivefor Management

• Management has three major dimensionstechnical,
  conceptual, and human.
• One-eighth situationabout one-eighth of
  todays organizations believe it, do it, stick
  with it.
• The Knowing-Doing Gapmost managers know the
  value of the human factor and how to implement
  the approach to improve organizational
  performance, but still are not doing it.

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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.

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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

Hawthorne Studies studies conducted during the
1920s and 1930s that discovered the existence
of the informal organization
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The Hawthorne Studies

• The Illumination Studies A Serendipitous
  Discovery
• Subsequent Phases of the Hawthorne Studies
• Implications of the Hawthorne Studies
• THE HAWTHORNE EFFECT

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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

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Questions
?
30
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

31
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