Organizational-Behavior-and-Opportunity.ppt

Chapter1OrganizationalBehaviorandOpportunity,Defineorganizationalbehavior.Identifytheimportantsystemcomponentsofanorganization.Describetheformalandinformalelementsofanorganization.Understandthediversityoforganizationsintheeconomy.Describetheopportunitiesthatchangecreatesfororganizationalbehavior.Demonstratethevalueofobjectiveknowledgeandskilldevelopmentinthestudyoforganizationalbehavior.IdentifyFivechallengesmanagerswillface,LearningOutcome,Defineorganizationalbehavior.,1,ClockworksorSnakepit?,Clockwork,Whateveris:ObviousStructuredWelldefinedControlledStandardized,WhateverishiddenEmotionsEnvy/jealousyPoliticsGamesofpowerGossipsRumours,Snakepit,OrganizationalBehavior,Thedefinition:thestudyofindividualbehaviorandgroupdynamicsinorganizations,DefineOrganization,Definebehavior,Psychosocial,Behavioral,Interpersonal,DynamicsinOrganizations,OrganizationalBehavior,OrganizationalVariablesthatAffectHumanBehavior,OrganizationalDesign,Jobs,WorkDesign,PerformanceAppraisal,OrganizationalStructure,Communication,HumanBehavior,ExternalPerspectiveUnderstandbehaviorintermsofexternalevents,environmentalforces,andbehavioralconsequences.,InternalPerspectiveUnderstandbehaviorintermsofthoughts,feelings,pastexperiences,andneeds.ExplainbehaviorbyexaminingindividualshistoryandpersonalvalueSystem.,Explainbehaviorbyexaminingsurroundingexternaleventsandenvironmentalforces.,Psychologythescienceofhumanbehavior,Managementthestudyofoverseeingactivitiesandsupervisingpeopleinorganizations,Anthropologythescienceofthelearnedbehaviorofhumanbeings,Medicinetheappliedscienceofhealingortreatingdiseasestoenhancehealthandwell-being,Engineeringtheappliedscienceofenergyhowdepartments,divisions,andtheoverallorganizationaredesignedatthemacrolevelTechnologythetools,knowledge,and/ortechniquesusedtotransforminputsintooutputs,LearningOutcome,Describetheformalandinformalelementsofanorganization.,4,Formalvs.InformalOrganization,FormalOrganizationtheofficial,legitimate,andmostvisiblepartofthesystemInformalOrganizationtheunofficialandlessvisiblepartofthesystem,ReadtheHawthornestudiesinyourbookp7-8,Formal&InformalElementsofOrganizations,Informalorganization(covert)BeliefsandassumptionsPerceptionsandattitudesValuesFeelings,suchasfear,joyanger,trust,andhopeGroupnormsInformalleaders,LearningOutcome,Understandthediversityoforganizationsintheeconomy.,5,Thedifferentsectorsoforganization,Manufacturing,Service,Nonprofitorganizations,Government,GlobalCompetitioninBusiness,Fivechallengestomanagersrelatingtochangeinorganizations,GlobalizationTechnologicalInnovationWorkplaceDiversityWorkforceDiversityEthicsandCharacter,Challengesformanagers,IncreasingglobalizationoforganizationsoperatingterritoryIncreasingdiversityoforganizationalworkforcesContinuingtechnologicalinnovationwithitscompanionneedforskillenhancementContinuingdemandforhigherlevelsofmoralandethicalbehavioratwork,LearningOutcome,Demonstratethevalueofobjectiveknowledgeandskilldevelopmentinthestudyoforganizationalbehavior.,7,LearningaboutOrganizationalBehavior,LearningActivity,Developmentofspecificskillsandabilities,Masteryofbasicobjectiveknowledge,Applicationofknowledgeandskills,Science,TheRealWorld,You,Theories,Research,Articles,OrganizationalandWorkContext,Assessments&Exercises,LearningfromStructuredActivity,Conclusionsbasedonsystematicreview(e.g.,thegroupdidbetter),Newormodifiedknowledgeorskills(e.g.,consensusgroupdecisionsarebetter),Systematicreviewofthestructuredactivity(e.g.,compareindividual&groupresults),Individualorgroupstructuredactivity(e.g.,groupdecisionactivity),ThreeAssumptionsRequiredforLearningfromStructuredActivity,Eachstudentmustacceptresponsibilityforhis/herownbehavior,actions,andlearningEachstudentmustactivelyparticipateintheindividual/groupstructuredlearningactivity,Eachstudentmustbeopentonewinformation,newskills,newideas,andexperimentation,AFFECTINGMANAGERS,Indus