1. The Course – MNGT 5590 Organizational Behavior
Syllabus Review
Team Activity Case Study
Intro of Students
Name
Educational Background
Working on ???
Managerial Experience

2. The key to productivity
Introduction
Organizations - more than only a means for providing goods and service
The settings in which we spend our lives
They have profound influence on employee behavior
How does your Company see employees..
Costs to be reduced or..
The key to productivity

3. The core 21st century qualities needed to create the ideal work atmosphere begin with intelligence, passion, a strong work ethic, and a genuine concern for people.

4. Managing and Working Today and in the Future:
Managers must become agile and flexible to help their firms develop and sustain competitive advantage
To be successful, managers will need to harness the powers of:
information technology
human capital

5. Environmental Forces Reshaping Management Practice
Rapidity of
Change
New Worker-
Employer
Psychological
Contract
Technology
Globalism
Cultural
Diversity
Power of
Human
Resources
Break-even Analysis
identifies profit or loss at various sales volumes
Return on Investment
measures productivity of assets
Marginal Analysis
compares the additional cost in a particular decision rather than average cost
Game Theory
mathematical models that analyze multi-party decision contexts
Linear Programming
for optimally solving resource allocation problems
Queuing Theory
for calculating waiting lines 5

6. The Whole World as 100 People FILL IN THE BLANKS
Asians ___ Heterosexual ___
Europeans ___ Homosexual ___
N/S America ___
Africa ___
Female ___
Male ___
Unable to read___
Christians ___

7. The Whole World as 100 People www.webofculture.com
Asians Heterosexual 89
Europeans 21 Homosexual 11
N/S America 14
Africa % of all wealth
Female held by 6 people
Male and all 6 would be
Unable to read 70 citizens of the U.S.
Christians 30

8. Challenges of These Forces to Managers
Resisting the reality of these forces will likely lead to:
Unnecessary conflict
Reduced managerial performance
Reduced non-managerial performance
Lost opportunities
Failing to cope and deal with these forces will likely result in:
Job dissatisfaction
Poor morale
Reduced commitment
Lower work quality
Burnout
Poor judgment
Unhealthy consequences

9. The Origins of Management
Frederic W. Taylor’s Scientific Management Principles
Henri Fayol’s Functions of Management
What did the Hawthorne studies tell us
and is it still true?

10. Taylor’s Scientific Management Principles
Develop a science for each element of an employee’s work: replaces rule-of-thumb
Scientifically select and then train, teach, and develop the worker: in the past a worker chose the work to do and was self-trained
Heartily cooperate with each other to insure that all work was done in accordance with the principles of science
There is an almost equal division of the work and the responsibility between management and non-managers

11. Impact of Fayol’s Functions of Management
Emphasized the importance of carefully practicing efficient:
planning
organizing
commanding
coordinating
Controlling
(Mgt Functions-POLC)
Management a body of knowledge that can be applied in any type of organization
Management theory can be learned and taught
There is a need for teaching management in colleges

12. Definition of Organizational Behavior (OB)
The study of human behavior, attitudes, and performance within an organizational setting
drawing on theory, methods, and principles from such disciplines as psychology, sociology, political science, and cultural anthropology
to learn about individual, groups, structure, and processes
Our Purpose
Ultimately.. Explain, Predict and Control Behavior

13. Key Points About OB OB is a way of thinking OB is multidisciplinary
There is a distinctly humanistic orientation within OB
The field of OB is performance-oriented
The role of the scientific method is important in studying variables and relationships
OB has a distinctive applications orientation

14. Contributions to the Study of Organizational Behavior
Discipline
Unit of Analysis
Output
Psychology
Individual
Sociology
Organizational
Behavior
Social Psychology
Group
Anthropology
Organization
Political Science
See page 11

15. Topics in Studying and Understanding OB
Organizational
Processes
Structure
Change and
Innovation
Understanding
and Managing
Individual
Behavior
Group Behavior
and
Interpersonal
Influence
The
Organization’s
Environment
Break-even Analysis
identifies profit or loss at various sales volumes
Return on Investment
measures productivity of assets
Marginal Analysis
compares the additional cost in a particular decision rather than average cost
Game Theory
mathematical models that analyze multi-party decision contexts
Linear Programming
for optimally solving resource allocation problems
Queuing Theory
for calculating waiting lines 5

16. The Basic Elements of a System
Inputs
Process
Outputs
Environment

17. Three Perspectives on Effectiveness
Individual effectiveness
Group effectiveness
Organizational effectiveness
Motivation
Rewards
Characteristics
Group Behavior
Group conflict
Power & Politics
Processes
-Communications
-Decision Making
-Leadership

18. You Be The Judge Receiving Feedback Regularly
A questionnaire is included in every paycheck
asking for feedback in 4 key areas:
-employee feeling about their financial package
-feeling toward other employees
-feelings about the skills they are developing
-overall feelings about the job
How would you use the results?

19. Time Dimension Model of Effectiveness
Short run
Intermediate run
Long run
Quality
Quality
Quality
Productivity
Efficiency
Satisfaction
Adaptiveness
Efficiency
Satisfaction
Survival

20. Systems Theory and Effectiveness (1 of 2)
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

21. Systems Theory and Effectiveness (2 of 2)
Organizational effectiveness is an all-encompassing concept that includes a number of component concepts (Levy-behaviors; diversity; recognition; ethical practices; empowerment)
The managerial task is to maintain the optimal balance among components

22. Managers can lead the way to higher levels of effectiveness by: (1 of 2)
Providing opportunities for: training/continuous learning
Sharing information with employees
Encouraging cross-development partnerships
Linking compensation to performance
Avoiding layoffs???
Being a supportive role model
Respecting the differences across employees
Being a good listener

23. Key Points The key to an organization’s success…
…. is its human resources
Organizations need human resources that:
work hard
think creatively
perform excellently
Rewarding, encouraging, and nurturing the human resources in a timely and meaningful manner is what is required
The behavior of employees is the key to achieving effectiveness

24. Exercise 1.1 Initial view of OB
This exercise created the baseline of your understanding of the subject
Page 35
Do all 20 questions