1. Organizational Behaviour Organization – It is defined as a collection of people who work together to achieve a wide variety of goals. Organizational Behavior – It is defined as the actions and attitudes of people in organizations. – It is the study of human behavior in organizational settings, how human behavior interacts with the organization, and the organization itself. Although – It can help managers understand the complexity within organizations, identify problems, determine the best ways to correct them, and establish whether the changes would make a significant difference.

2. Chapter 1, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 1-2 Copyright © 2007 Pearson Education Canada Why Do We Study OB? To learn about yourself and others To understand how the many organizations you encounter work. To become familiar with team work To help you think about the people issues faced by managers and entrepreneurs

3. INDIVIDUAL HUMAN BEHAVIOR IN ORGANIZATIONAL SETTINGS Environment THE INDIVIDUAL- ORGANIZATION INTERFACE THE ORGANIZATION The Nature of OB

4. Components Of Organizational Behaviour Individual Group Structure Technology Environment

5. Historical Roots of Organizational Behavior Scientific Management – Person commonly associated with scientific management is Fredric W. Taylor. – developed a standardized method for performing each job. – He also installed a piece-rate pay system Classical Organization Theory – Major contributors to classical organization theory included Henri Fayol, Lyndall Urwick, and Max Weber. – Weber, the most prominent of the three, proposed a “bureaucratic” form of structure that he believed would work for all organizations – Division of Labour Human Relations Movement

6. Historical Roots of Organizational Behavior The Hawthorne Studies – Hawthorne Works of the Western Electric Company; 1924- 1932 – Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting) – Found that productivity increased regardless of whether illumination was raised or lowered Factors influencing behavior – Attention from researchers – Manager’s leadership approach – Work group norms The “Hawthorne Effect”

7. Historical Roots of Organizational Behavior Theory X Average employee is lazy, dislikes work, and will try to do as little as possible Manager’s task is to supervise closely and control employees through reward and punishment Theory Y Employees will do what is good for the organization when committed Manager’s task is create a work setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative The Human Relation Movement

8. Interdisciplinary Approach Psychology Sociology Political science Anthropology Economists Engineering, Medicine

9. Challenges Improving People Skills Improving Quality and Productivity Managing Workforce Diversity Responding To Globalization Empowering People Coping with ‘Temporariness” Stimulating Innovation and Change Emergence of the E-Organisation Improving Ethical Behaviour

10. Management Function Planning Organizing Leading Controlling

11. Management Roles Interpersonal Roles: – Figure head Role – Leader Role – Liaison Role Informational Roles – Monitor – Disseminator – Spokesman Decisional Roles – Entrepreneur – Disturbance Handler – Resources Allocator – Negotiator

12. Management Skills Conceptual Technical People/Human Skill

13. Exhibit 1-3 Toward an OB Discipline

14. Basic Model of OB

15. .1–15 Basic OB Model, Stage II

16. Skills for Mastery in the New Workplace Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48.