The Field of Organizational Behavior Chapter 1 Copyright © 2011 Pearson Education 1-1

The Field of Organizational

Behavior

Chapter 1

Copyright © 2011 Pearson Education 1-1

Learning Objectives

1. Define the concepts of organization and organizational behavior (OB).

2. Describe the field of organizational behavior’s commitment to the scientific method and the three levels of analysis it uses.

3. Trace the historical developments and schools of thought leading up to the field of organizational behavior today.

4. Identify the fundamental characteristics of the field of organizational behavior.


Learning Objectives

5. Describe how the field of OB today is being shaped by the global economy, increasing racial and ethnic diversity in the workforce, as well as advances in technology.

6. Explain how changing expectations about the desire to be engaged in work, the need for flexibility in work, and the pressure to promote quality have influenced the field of OB.


Organization

A structured social system consisting of

groups and individuals working

together to meet some agreed-upon

objectives.


OB Field Characteristics

Applies scientific method to managerial

problems

Studies individuals, groups, and

organizations

Multidisciplinary in nature

Enhances organizational effectiveness and

individual well-beingCopyright © 2011 Pearson Education 1-5

Practical Managerial Problems

How goals can enhance job performance

How jobs can be designed to enhance employee satisfaction

When individuals and groups make better decisions

How organizational communication can be improved

How work-related stress can be alleviated

How leaders can enhance team effectiveness


Three Levels of Analysis


Multidisciplinary Roots

Psychology

Sociology

Anthropology

Political science

Economics

Management science


Organizational Effectiveness andQuality of Life at Work

Theory X vs. Theory Y


OB Matters Satisfied employees

• More pleasant at work • Lower costs• Higher productivity• Less likely to quit

Unsatisfied employees• Reject organization policies • More likely to steal• Increased mental and physical illnesses


Fundamental AssumptionsDynamic Nature of Organizations

Open Systems Model


Fundamental Assumptions

No “One Best”Contingency Approach

Behavior Contingent upon certain conditions


OB History

Scientific management• Efficient design of jobs

Human relations movement• Hawthorne studies


OB History

Classical organizational theory• Efficient organization structure• Division of labor• Bureaucracy

OB as a social science

The Infotech age


Prominent Trends

Increasingly Global Businesses

Multinational enterprises (MNE)• Repatriate• Culture shock• Expatriate

Changing management perspectives• Convergence hypothesis• Divergence hypothesis


Prominent TrendsIncreasingly Diverse Workforce


Prominent Trends

Responding to Technology Changes

Leaner organizations creation• Downsizing• Outsourcing

Virtual organization creation

Increasing telecommuting use


Prominent Trends

Responding to Changing Expectations

Increasing engagement

Increasing flexibility• Idiosyncratic work arrangements

▫Flexible hours▫Contingent workforce▫Compressed workweeks▫Job sharing▫Voluntary reduced work time


Prominent Trends

Responding to Changing Expectations

The quality revolution• Total quality management• Benchmarking• Malcolm Baldridge quality award


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Copyright © 2011 Pearson Education

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The Field of Organizational Behavior Chapter 1 Copyright © 2011 Pearson Education 1-1