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1-1©2005 Prentice Hall 1 Introduction to Organizational Behavior Chapter 1 Introduction to Organizational Behavior
1-2 ©2005 Prentice Hall Chapter Objectives Define organizational behavior and explain how and why it determines the effectiveness of an organization Appreciate why the study of organizational behavior improves a person’s ability to understand and respond to events that take place in a work setting Differentiate between the three levels at which organizational behavior is examined
1-3 ©2005 Prentice Hall Chapter Objectives Appreciate the way changes in an organization’s external environment continually create challenges for organizational behavior Describe the four main kinds of forces in the environment that post the most opportunities and problems for organizations today
1-4 ©2005 Prentice Hall IKEA’s Global Approach to OB IKEA strives to increase employees’ skills and knowledge IKEA provides employees with rewards that encourage high performance IKEA encourages employee commitment and cooperation
1-5 ©2005 Prentice Hall What is an Organization? An organization is a collection of people who work together to achieve individual and organizational goals –Individual goals –Organizational goals
1-6 ©2005 Prentice Hall What is Organizational Behavior? Organizational behavior (OB): the study of factors that have an impact on how people and groups act, think, feel, and respond to work and organizations, and how organizations respond to their environments
1-7 ©2005 Prentice Hall Insert Figure 1.1 here Figure 1.1 What is Organizational Behavior?
1-8 ©2005 Prentice Hall Figure 1.2 Levels of Analysis Group Level Individual Level Organizational Level
1-9 ©2005 Prentice Hall Figure 1.3 Components of Organizational Behavior Understanding organizational behavior requires studying Part One Individuals in Organizations Part Two Group and Team Processes Part Three Organizational Processes
1-10 ©2005 Prentice Hall What is Management? Management is the process of planning, organizing, leading, and controlling an organization’s human, financial, material, and other resources to increase its effectiveness
1-11 ©2005 Prentice Hall Figure 1.4 Four Functions of Management Planning Decide on organizational goals and allocate and use resources to achieve those goals Organizing Establish the rules and reporting relationships that allow people to achieve organizational goals Controlling Evaluate how well the organization is achieving goals and take action to maintain, improve, and correct performance Leading Encourage and coordinate individuals and groups so that they work toward organizational goals
1-12 ©2005 Prentice Hall Table 1.1: Mintzberg’s Managerial Roles Figurehead Liaison Disseminator Entrepreneur Resource allocator Leader Monitor Spokesperson Disturbance handler Negotiator
1-13 ©2005 Prentice Hall Managerial Skills Conceptual SkillsTechnical Skills Human Skills
1-14 ©2005 Prentice Hall Figure 1.5 An Open Systems View of Organizational Behavior
1-15 ©2005 Prentice Hall Challenges for Organizational Behavior 1: Changing Social/ Cultural Environment 2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/ Employment Relationships
1-16 ©2005 Prentice Hall Changing Social and Cultural Environment National culture Organizational ethics and well-being Diverse work force
1-17 ©2005 Prentice Hall Diversity Challenges Fairness and Justice Decision-Making and Performance Flexibility
1-18 ©2005 Prentice Hall Figure 1.6 Diversity
1-19 ©2005 Prentice Hall Evolving Global Environment Understanding Global Differences Improve Organization’s Behaviors and Procedures in Response to Those Differences
1-20 ©2005 Prentice Hall Advancing Information Technology Information Knowledge Information Technology Organizational Learning Intranets Creativity Innovation
1-21 ©2005 Prentice Hall Shifting Work/ Employment Relationships Downsizing Empowerment and Self-Managed Teams Contingent Workers Outsourcing
1-22 ©2005 Prentice Hall Appendix 1A: A Short History of Organizational Behavior F.W. Taylor and Scientific Management Mary Parker Follett Hawthorne Studies Theory X and Y
1-23 ©2005 Prentice Hall F.W. Taylor and Scientific Management Scientific management: the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor
1-24 ©2005 Prentice Hall Four Principles of Scientific Management 1. Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed 2. Codify the new methods of performing tasks into written rules and standard operating procedures
1-25 ©2005 Prentice Hall Four Principles of Scientific Management_2 3. Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures 4. Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level
1-26 ©2005 Prentice Hall Mary Parker Follett Management must consider the human side Employees should be involved in job analysis Person with the knowledge should be in control of the work process regardless of position Cross-functioning teams used to accomplish projects
1-27 ©2005 Prentice Hall 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
1-28 ©2005 Prentice Hall The Hawthorne Studies_2 Factors influencing behavior: –Attention from researchers –Manager’s leadership approach –Work group norms The “Hawthorne Effect”
1-29 ©2005 Prentice Hall Douglas McGregor: Theory X and Theory Y 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
1-1©2005 Prentice Hall Understanding and Managing Organizational Behavior 4th Edition 1: Introduction to Organizational Behavior Chapter 1: Introduction.
Introduction to Organizational Behavior Understanding and Managing Organizational Behavior Chapter 1 Sixth Edition Jennifer M. George & Gareth R. Jones.
Organizational Behaviour Organization – It is defined as a collection of people who work together to achieve a wide variety of goals. Organizational Behavior.
Management Practices Lecture Recap Management Key Concepts Functions of Management Decisional Roles Why to Study Management Practices? 2.
WEEK 3: THE EVOLUTION OF MANAGEMENT THOUGHT BUSN 107 – Özge Can.
Essentials of Contemporary Management Chapter 1. Learning Objectives What, why, how managers use organizational resources efficiently and effectively.
The History of Management Appendix Chapter One Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Management Practices Lecture 4 1. Recap The Evolution of Management Theory – Scientific Management theory – The 4 Principles – Problems of Scientific.
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved. 8 th edition Steven P. Robbins Mary Coulter.
Management Functions. 2 Who Are Managers? Someone who works with and through other people by coordinating and integrating their work activities in order.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Principles of Management Second Edition © Oxford Fajar Sdn. Bhd. ( T) 2014 CHAPTER 1 INTRODUCTION TO MANAGEMENT.
8 th edition Steven P. Robbins Mary Coulter Copyright © Prentice Hall,
2-1 Chapter 2 The Evolution of Management Theory.
The Evolution of Management Thought chapter two Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Chapter 1 Managers and Managing. MGMT 321 – Chapter 1 Management Consists of: –Planning –Organizing –Leading –Controlling To achieve organizational goals.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-1.
Chapter 1 Management © 2015 Cengage Learning MGMT7.
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 1-1.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 ContemporaryManagement Second Edition Gareth R. Jones Texas A&M University Jennifer M. George.
Chapter 1 ORGANIZATIONAL BEHAVIOR AND MANAGEMENT.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 2-1 The Evolution of Management Theory Figure 2.1.
Management. Managers and Managing Managers and Managing
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 01 The Management Process Today.
Chapter 1 Management © 2014 Cengage Learning MGMT6.
Managers and Managing chapter one Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
2Chapter The Evolution of Management Theory. © Copyright McGraw-Hill. All rights reserved.2–22–2 Learning Objectives After studying the chapter, you should.
Management 1 MGMT 8 Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible.
1–1 Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS © Prentice Hall, 2002.
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ORGANIZATIONAL BEHAVIOR AND MANAGEMENT
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–1 Introduction to Management and Organizations Chapter 1 Management tenth edition.
Chapter One Managers and Managing. 1-2 Learning Objectives 1.Describe what management is, why management is important, what managers do, and how managers.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter.
Chapter 2 Management Theories Chapter 2 Management Theories.
1 Chapter 12 The Manager as a Leader. 2 Lesson 12.1 The Importance of Leadership Goals Recognize the importance of leadership and human relations. Identify.
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 1.
MGMT5 © 2011 Cengage Learning Management 1. © 2011 Cengage Learning 1.describe what management is 2.explain the four functions of management 3.describe.
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CHAPTER 1: WHAT IS OB? LECTURER: TASNUVA CHAUDHURY (TCY) MGT 321: Organizational Behavior.
Managers and Managing chapter one lecture 2 McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Managing Chapter 01 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
The Evolution of Management Thought McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
The Management Process Today Chapter One Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
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BnR-Peng.Manajemen-Chap-051 The Evolution of Management Theory Dr. Bagus Nurcahyo Program Studi Manajemen Pemasaran Direktorat Program D3 Bisnis & Kewirausahaan.
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