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Chapter 1 Organizational Behavior:
Foundations, Realities, & ChallengesNelson & Quick, 5th edition
Organizational Behavior and Opportunity
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Clockworks or Snake pit?
Human Behavior in Organizations
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Organizational Behavior
Definition:
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Psychosocial
BehavioralInterpersonal
Organizational Behavior: Dynamics in Organizations
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OrganizationalDesign
JobsWorkDesign
PerformanceAppraisal
OrganizationalStructure
Organizational Variables that Affect Human Behavior
Communication
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External Perspective
Internal Perspective
Each perspective has produced motivational & leadership theories.
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Psychology
Management
Anthropology
Medicine
Engineering
Sociology
Interdisciplinary Influences on Organizational
Behavior
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Reactions to Change
Rigid andReactive
Open andResponsive
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Components of an Organization
Task –
People –
Structure –
Technology –
Open SystemsView of Organization
Outputs:
Inputs:
Task environment:
Organizational BoundaryBased on Harold Levitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J.G.March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965,p. 1145. Reprinted by permission of James G. March
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Formal vs. Informal Organization
Formal Organization –
Informal Organization -
Hawthorne Studies:
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Formal & Informal Elements of Organizations
Formal organization (overt)
Formal organization (overt)
SocialSurface
Informal organization (covert)
Informal organization (covert)
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U.S. Gross Domestic Product
? ? ? ? ? ?
Total$10.9 Trillion
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Six Focus Organizations
1.
2.
3.
4.
5.
6.
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Global Competition in Business
Four challenges to managers relating to change in organizations1.
2.
3.
4.
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Quality
• A potential means
• A rubric for
• A customer-oriented philosophy
• A cultural value
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Three key questions in evaluating quality-improvement ideas
1.
2.
3.
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Six Sigma
A high-performance system to . . .
Contrasting Six Sigma and Total Quality Management
Six Sigma TQM
Source: Matt Barney. “Motorola’s Second Generation.” Six Sigma Forum Magazine (May 2002), 13.
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Seven Categories in the Malcolm Baldrige National Quality Award
Examination1.
2.
3.
4.
5.
6.
7.
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Challenges to Managing Organizational Behavior
1.
2.
3.
4.
Learning about Organizational BehaviorLearning Activity
Development of specific skills**
and abilities
Development of specific skills**
and abilities
Mastery ofbasic objective
knowledge*
Mastery ofbasic objective
knowledge*
Application of knowledge
and skills
Application of knowledge
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Learning from Structured Activity
Conclusions basedon the systematic
review (e.g., )
Conclusions basedon the systematic
review (e.g., )
New or modifiedknowledge or skills(e.g.,
)
New or modifiedknowledge or skills(e.g.,
)
Systematic reviewof the structured activity (e.g.,
)
Systematic reviewof the structured activity (e.g.,
)
Individual or groupstructured activity(e.g., )
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Three Assumptions Required for Learning from Structured Activity
1.
2.
3.
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Trends Affecting ManagersTRUSTTRUSTTRUSTTRUST
SECURITYSECURITYSECURITYSECURITY
KNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGE
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1.
2.
3.
4.
5.
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Watchwords for Organizationsin These Changing Times
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