1. Chapter 1 Organizational Behavior and Opportunity
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.
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.
Learning Outcomes
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2. Clockworks or Snake pit?1
Learning Outcome
Define organizational behavior.
Clockworks or Snake pit?
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3. Organizational Behavior
the study of individual behavior and
group dynamics in organizations
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4. Organizational Behavior: Dynamics in Organizations
Psychosocial
Organizational
Behavior
Interpersonal
Behavioral
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5. Organizational Variables that
Affect Human Behavior
Communication
Organizational
Structure
Performance
Appraisal
Human
Behavior
Work
Design
Jobs
Organizational
Design
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6. External and Internal Perspectives
External Perspective
Understand behavior in terms of external
events, environmental forces, and behavioral consequences.
Internal
Perspective
Understand behavior
in terms of thoughts,
feelings, past experiences,
and needs.
Explain behavior by
examining individuals’
history and personal value
System.
Explain behavior by examining surrounding external events and environmental forces.
Both perspectives have produced
motivational & leadership theories.
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7. Interdisciplinary Influences on Organizational Behavior Sociology
the science
of society
Psychology
the science
of human behavior
Engineering
the applied science
of energy & matter
Interdisciplinary
Influences on
Organizational
Behavior
Medicine
the applied science
of healing or treating diseases to enhance health and
well-being
Anthropology
the science of the learned behavior of human beings
Management
the study of overseeing
activities and supervising
people in organizations
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8. 2
Learning Outcome
Identify four action steps for responding positively in times of change.
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9. Reactions to Change Rigid and Reactive Open and Responsive
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10. 3
Learning Outcome
Identify the important system components of an organization.
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11. Components of an Organization
Task – an organization’s mission, purpose, or goal for existing
People – the human resources of the organization
Technology – the tools, knowledge, and/or techniques used to transform inputs into outputs
Structure – the wide range of tools, knowledge, and/or techniques used to transform inputs into outputs
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12. Open Systems View of Organization
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13. 4
Learning Outcome
Describe the formal and informal elements of an organization.
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14. Formal vs. Informal Organization
Formal Organization – the official, legitimate, and most visible part of the system
Informal Organization – the unofficial and less visible part of the system
Hawthorne Studies: studies conducted during the 1920’s and 1930’s that suggested the importance of informal organizations
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15. Formal & Informal Elements of Organizations
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16. 5
Learning Outcome
Identify factors that contribute to the diversity of organizations in the economy.
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17. Sectors of the U.S. Economy
Nonprofit organizations
Manufacturing
Government
Service
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18. 6
Learning Outcome
Describe the opportunities that change creates for organizational behavior.
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19. Global Competition in Business
Increased Global Competition
Radical Change
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20. [QUALITY]
Can give organizations in viable industries a competitive edge in international competition
A rubric for products and services of high status
A customer-oriented philosophy of management with implications for all aspects of organizational behavior
A cultural value embedded in successful organizations
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21. Three key questions in evaluating quality-improvement ideas
1. Does the idea improve customer response?
2. Does the idea accelerate results?
3. Does the idea raise the effectiveness of resources?
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22. Six Sigma a high-performance system for
executing business strategy that is
customer-driven, emphasizes
quantitative decision making, and
places a priority on saving money.
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23. Six Sigma vs. Total Quality Management
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24. Seven Categories in the Malcolm Baldrige National Quality Award Examination
Leadership
Information and analysis
Strategic quality planning
Human resource utilization
Quality assurance of products and services
Quality results
Customer satisfaction
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25. 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
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26. 7
Learning Outcome
Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.
© 2013 Cengage Learning

27. Learning about Organizational Behavior
Learning Activity
Mastery of
basic objective
knowledge
Science
Theories, Research, Articles
The Real World
Development of specific skills and abilities
Organizational and Work Context
You
Application
of knowledge
and skills
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Assessments & Exercises

28. Cognitive mastery of theories
Objective Knowledge
Cognitive mastery of theories
Research Findings
Conceptual
Models
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29. Three Assumptions Required for Learning from Structured Activity
Each student must accept responsibility for his/her own behavior, actions, and learning.
Each student must actively participate in the individual/group structured learning activity.
Each student must be open to new information, new skills, new ideas, and experimentation.
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30. Application of Knowledge and Skills
With structured, experiential learning, people can explore new behaviors and skills in a comparatively safe environment.
Students are “educated” rather than “trained” in organizational behavior and are coproducers in learning.
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31. The film sequence shows three people interacting in a work environment
The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?
The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle?
Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.
In Good Company
A corporate takeover brings star advertising executive Dan Foreman (Dennis Quaid) a new boss who is half his age.
Carter Duryea (Topher Grace), Dan’s new boss, wants to prove his worth as the new marketing chief at Sports America, Waterman Publishing’s flagship magazine. Carter applies his unique approaches while dating Dan’s daughter, Alex (Scarlett Johansson). This sequence follows Foreman’s reaction toward the end of a speech given by Globecom CEO Teddy K. (Malcom McDowell).
Ask your students:
1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence?
2. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle?
3. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.
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32. Using the open systems view of organizations, describe Holden Outerwear’s internal and external environment.
How has globalization influenced Holden’s business and created opportunity?
What are some challenges of globalization for managers at Holden?
Holden Outerwear
Like many other American brands, Holden apparel is made in China. LeBlanc explains that while he would like to manufacture lines in the United States, government regulations, labor costs, and high corporate tax rates are too heavy a burden. Availability of material is another reason for producing goods in China, since most of the fabrics, buttons, and snaps that Holden uses come from Asian suppliers. In addition to such procurement problems, garment making requires skilled labor—something LeBlanc says is rare in the United States. Despite the many challenges Holden faces as a small business competing in a global economy, LeBlanc’s knack for navigating global markets is as sharp as his ability to tame even the most challenging downhill courses.
Ask your students:
Using the open systems view of organizations, describe Holden Outerwear’s internal and external environment.
How has globalization influenced Holden’s business and created opportunity?
What are some challenges of globalization for managers at Holden?
© 2013 Cengage Learning 32