We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMaria Daniels
Modified over 2 years ago
© McGraw-Hill Companies, Inc., Chapter 1 Introduction to Organizational Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida
© McGraw-Hill Companies, Inc., Learning Objectives Slide 1 of 2 Discuss the importance of human resources to organizational success. Describe the disciplines that have contributed to the field of organizational behavior. Discuss the importance of understanding behavior in organizations.
© McGraw-Hill Companies, Inc., Learning Objectives Slide 2 of 2 Explain the goal approach to defining and measuring effectiveness. Explain the relationship between quality and organizational effectiveness.
© McGraw-Hill Companies, Inc., Forces Reshaping the Process of Management Cultural Diversity Power of Human Resources Globalization Rapid Change New Psychological Contract Employer- Employee
© McGraw-Hill Companies, Inc., The Origins of Management Slide 1 of 3 Early History of Management –Early on, management was a process of trial and error with little or no theory and virtually no sharing of ideas or practices. Industrial Revolution in England –The period between 1700 and 1785 is referred to as the Industrial Revolution in England.
© McGraw-Hill Companies, Inc., The Origins of Management Slide 2 of 3 Industrialization in the U.S. –A new industrial era begin in the U.S. around the time of the Civil War (early 1860s). –Managers attempted to better plan, organize, and control the work of their organizations. Scientific Management –Frederick Taylor applied scientific methods to jobs in an attempt to maximize the output of workers.
© McGraw-Hill Companies, Inc., The Origins of Management Slide 3 of 3 Henri Fayol –Developed the first comprehensive statement of a general theory of management. –Defined the functions of management as planning, leading, organizing, commanding, coordination, and controlling.
© McGraw-Hill Companies, Inc., The Functions of Management Planning Organizing Commanding Coordinating Controlling
© McGraw-Hill Companies, Inc., Fayols Contribution to the Field of Management Management is a separate body of knowledge that can be applied in any type of organization A theory of management can be learned and taught There is a need for teaching management in colleges
© McGraw-Hill Companies, Inc., The Importance of Studying Organizational Behavior (OB) Slide 1 of 2 OB is a way of thinking. OB is multidisciplinary. There is a distinctly humanistic orientation with OB. The field of OB is performance oriented. The external environment is seen as having significant impact on OB.
© McGraw-Hill Companies, Inc., The Importance of Studying Organizational Behavior (OB) Slide 2 of 2 Since the field of OB relies heavily on recognized disciplines, the role of the scientific method is deemed important in studying variables and relationships. The field has a distinctive applications orientation.
© McGraw-Hill Companies, Inc., The Hawthorne Studies Slide 1 of 2 Illumination Study at Western Electric Plant –Uncovered the Hawthorne Effect Workers felt important because someone was observing and studying them at work. Thus, they produced more because they were observed and studied. Bank Wiring Room Study –Discovered that the behavior of an individual worker is modified by the influence of his or her work group.
© McGraw-Hill Companies, Inc., The Hawthorne Studies Slide 2 of 2 Overall Conclusions –Economic rewards dont totally explain worker behavior. –Workers respond to: Group norms Social pressures Observation
© McGraw-Hill Companies, Inc., Exhibit 1.2: Topics in Studying and Understanding Organizational Behavior The Field of Organizational Behavior Chapters 1 and 2 The Field of Organizational Behavior Chapters 1 and 2 Part II Understanding and Managing Individual Differences Chapters 3-7 Part II Understanding and Managing Individual Differences Chapters 3-7 Part III Group Behavior and Interpersonal Influence Chapters 8-10 Part III Group Behavior and Interpersonal Influence Chapters 8-10 Part IV Organizational Processes Chapters Part IV Organizational Processes Chapters Part V Issues in Organizational Design, Change, and Innovation Chapters Part V Issues in Organizational Design, Change, and Innovation Chapters Environment
© McGraw-Hill Companies, Inc., Framing the Study of Organizational Behavior The Organizations Environment The Individual in the Organization Interpersonal Influence and Group Behavior Interpersonal influence and group behavior are also powerful forces Understanding individual behavior is critical for effective management Every organization must respond to the needs of its environment
© McGraw-Hill Companies, Inc., Organizational Structure and Design Slide 1 of 2 Structure of the Organization –The structure of the organization refers to the components of the organization and how these components fit together. Job Design –Refers to the processes by which managers specify the contents, methods, and relationships of jobs and specific task assignments to satisfy both organizational and individual needs.
© McGraw-Hill Companies, Inc., Organizational Structure and Design Slide 2 of 2 Organizational Processes –A number of behavioral processes contribute to effective organizational performance including leadership, communication, decision making, and organizational change and development.
© McGraw-Hill Companies, Inc., Effectiveness in Organizations The Goal Approach –In the view of this approach, an organization exists to accomplish goals. The Systems Approach –Systems theory enables you to describe the behavior of organizations both internally and externally.
© McGraw-Hill Companies, Inc., Exhibit 1.4: The Basic Elements of a System Inputs Process Environment Outputs
© McGraw-Hill Companies, Inc., Systems Theory Two Main Conclusions –Effectiveness criteria must reflect the entire input-process-output cycle, not simply output. –Effectiveness criteria must reflect the interrelationships between the organization and its outside environment.
© McGraw-Hill Companies, Inc., Exhibit 1.5: Time Dimension Model of Effectiveness Quality Productivity Efficiency Satisfaction Quality Adaptiveness Development Quality Survival Short run Intermediate run Long run
© McGraw-Hill Companies, Inc., Criteria for Effectiveness Quality Adaptiveness Productivity Development Efficiency Satisfaction
© McGraw-Hill Companies, Inc., Chapter 3 Individual Differences and Work Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
1 Chapter Managers and Management Copyright ©2013 Pearson Education1-1.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 2–1 Management History Chapter 2 Management Stephen P. Robbins Mary Coulter tenth.
© McGraw-Hill Companies, Inc., Chapter 5 Evaluation, Feedback, and Reward of Individual Behavior John M. Ivancevich Michael T. Matteson Slides Prepared.
2-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., The Evolution of Management Theory.
1 What Is Organizational Behavior? 1. 2 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness –Technical and quantitative.
The Evolution of Management Thought McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Stewart L. Tubbs McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved. 1 C H A P T E R 1 What is Small Group Interaction?
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
Ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights.
What is Organizational Behavior? The Organization as a Social System Roles of the Manager.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter Traditional Training Methods.
Chapter ONE What is Organizational Behavior?. After studying this chapter, you should be able to: 1.Describe what managers do. 2.Define organizational.
© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Organizational Behavior FMCU, Fall 2007 All presentations showed throughout the semester serve as a.
Copyright © 2004 Prentice Hall. All rights reserved.1–1 Introductory points: Nature of this course: Introduction to the fundamentals of Management
© McGraw-Hill Companies, Inc., Chapter 12 Leadership: New Concepts and Applications John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
An Experiential Approach to Organization Development 7 th edition Chapter 1 Slide 1 Chapter 1 Organization Development and Reinventing the Organization.
Defining Organizational Behavior The field of organizational behavior traces its roots back to the late 1940s when researchers in psychology, sociology,
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Chapter 1 Introduction to the Field of Organizational Behaviour Canadian OB 7e: McShane/Steen 1 © 2009 The McGraw-Hill Companies, Inc. All rights reserved.
UNIT I – Introduction to Management - Definition of Management - Efficiency and Effectiveness - Management Functions - Types of Managers - Managerial Roles.
MANAGEMENT RICHARD L. DAFT. Innovative Management for Turbulent Times CHAPTER 1.
Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D. 1-1.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1.
Organizational Behaviour Chapter One 1– 1. After studying this chapter, you should be able to: 1.Describe what managers do. 2.Define organizational behavior.
PowerPoint Presentation to Accompany Chapter 1 of Management Canadian Edition Schermerhorn Wright Prepared by:Michael K. McCuddy Adapted by: Lynda Anstett.
The Evolution of Management Thinking Chapter 2. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2 New Approach.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
© 2016 SlidePlayer.com Inc. All rights reserved.