1. Chapter 1 Organizational Behavior and Opportunity

2. Learning Outcome Define organizational behavior
Identify four action steps for responding positively in times of change
Identify the important system components of an organization
Describe the formal and informal elements of an organization

3. Learning Outcome
Identify factors that contribute to the diversity of organizations in the economy
Describe the opportunities that change creates for organizational behavior
Demonstrate the value of objective knowledge and skill development in the study of organizational behavior

4. Organizational Behavior
Study of individual behavior and group dynamics in organizations

5. Organizational Behavior: Dynamics in Organizations
Psychosocial
Organizational Behavior
Behavioral
Interpersonal

6. Organizational Variables that Affect Human Behavior
Jobs
Work Design
Communication
Performance appraisal
Organizational design
Organizational structure

7. Interdisciplinary Influences on Organizational Behavior
Psychology
Science of human behavior
Sociology
Science of society
Engineering
Applied science of energy and matter
Anthropology
Science of human learned behavior
Management
Overseeing activities and supervising people
Medicine
Applied science of healing or treating diseases

8. Reactions to Change
Rigid and Reactive
Open and Responsive

9. Components of an Organization
Task
Organization’s mission, purpose, or goal for existing
People
Human resources of the organization
Technology
Tools, knowledge, and/or techniques used to transform inputs into outputs
Structure
Tools, knowledge, and/or techniques used to transform inputs into outputs

10. Formal vs. Informal Organization
Formal organization: Official, legitimate, and most visible part of the system
Informal organization: Unofficial and less visible part of the system
Hawthorne studies: Studies conducted during the 1920s and 1930s that suggested the importance of the informal organization

11. Sectors of the U.S. Economy
Private sector
Nonprofit sector
Large and small organizations
Manufacturing sector
Government sector
Service sector

12. Global Competition in Business
Increased Global Competition
Radical Change

13. Three Key Questions in Evaluating Quality-Improvement Ideas
Does the idea improve customer response?
Does the idea accelerate results?
Does the idea raise the effectiveness of resources?

14. Challenges to Managing Organizational Behavior
Increasing globalization of organizations’ operating territory
Increasing diversity of organizational workforces
Continuing technological innovation with its companion need for skill enhancement
Continuing demand for higher levels of moral and ethical behavior at work

15. Figure 1.3 - Learning about Organizational Behavior

16. Figure 1.4 - Learning from Structured Activity

17. Application of Knowledge and Skills
Structured, experiential learning helps explore new behaviors and skills in a comparatively safe environment
Educates students rather than training them in organizational behavior
Students become coproducers in learning