Organizational Behavior
Part One: The Field of Organizational
Behavior
Chapter 1
Introduction to organizational behavior
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What is organizational behavior?
Organization is a structured social
system consisting of individuals working
together to meet some agreed-on
objectives.
Behavioral sciences are fields such as
psychology and sociology that seek
knowledge of human behavior and
society through the scientific methods.
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Organizational behavior: 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.
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The Origins of Management
Frederic W. Taylor’s Henri Fayol’s
Scientific Functions of
Management Management
Principles
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Scientific management:
Scientific management: A body of literature that
emerged during the period 1890-1930 and that
reported the ideas and theories of engineers
concerned with such problems as job definition,
incentive systems, and selection and training.
The scientific management approach, advanced
by Fredric Taylor was directed at finding the most
efficient ways for people to perform their jobs.
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Fredric Taylor stated that the principles of management
were to:
Develop a science for each element of an
employee’s work, which replaces the old methods.
Scientifically select and then train, and develop the
workers.
Cooperate with each other to ensure that all work
was done in accordance with the principles of
science.
There is almost equal division of the work and
responsibility between management and workers.
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Impact of Fayol’s Functions of Management
Emphasized the Management is a
importance of separate body of
carefully practicing knowledge that can be
efficient: applied in any type of
organization
–planning The theory of
–organizing management can be
–commanding learned and taught
–coordinating There is a need for
teaching management
–controlling in colleges
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The Human relations movement
The Human relations movement: Elton Mayo
and the Hawthorne studies (1924-1932). This
approach rejects the primarily economic
orientation of scientific management and
instead focuses on the non-economic, social
factors operating in the workplace.
Mayo was concerned with performance, but he
also realized that it was greatly influenced by
the social conditions in organizations- the way
employees were treated by management and
the relationships they had with each other.
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The Importance of Studying Organizational Behavior
Studying OB can help us understand…
– Why employees behave as they do
– Why one individual or group is more
productive than another
– Why managers continually seek ways to
design jobs and delegate authority
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Why Study Organizational Behavior?
1. OB is a way of thinking
2. OB is multidisciplinary
3. There is a distinctly humanistic orientation
within OB
4. The field of OB is performance-oriented
5. The role of the scientific method is important
in studying variables and relationships
6. OB has a distinctive applications orientation
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Levels of analysis
Individual Group
organization
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level of analysis (cont’d)
At the individual level of analysis OB describes
individual perception, attitude, motives, and
learning style.
At the group level of analysis OB describes how
people communicate with each other and
coordinate their activities in work groups.
At the organizational level of analysis OB
describes organizations as a whole- the way
they are structured and operate in their
environments, and the effect of their operations
on the individuals and groups within them.
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Social sciences contributed to the study of OB
Psychology
Individual
Sociology
Study of
Social Psychology Group Organizational
Behavior
Anthropology
Organization
Political Science
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Topics in Studying and Understanding OB
The
Organization’s
Environment
Understanding Group Behavior
and Managing and
Individual Interpersonal
Behavior Influence
Organizational Change and
Organizational
Structure Innovation
Processes
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The Basic Elements of a System
Inputs Process Outputs
Feedback
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Three Perspectives on Effectiveness
Individual Group Organizational
effectiveness effectiveness effectiveness
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Time Dimension Model of Effectiveness
Short run Intermediate run Long run
Quality Quality Quality
• Productivity • Adaptiveness • Survival
• Efficiency • Efficiency
• Satisfaction • Satisfaction
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Effectiveness Criteria
Quality: In order to survive, organizations must design
products, make products, and treat customers in a close-
to perfection way. Quality is defined as meeting
customers’ needs and expectations.
Productivity: Productivity is defined as the relationship
between inputs (e.g., hours of work, efforts, use of
equipment) and outputs (e.g., number of units produced)
Efficiency: Efficiency defined as the ratio of outputs to
inputs. It focuses on the entire input-process-output
cycle.
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Satisfaction: Satisfaction refers to the extent to
which the organization meets the needs of
employees.
Adaptiveness: Adaptiveness is the extent to
which the organization can and does respond to
internal and external changes.
Development: Development measures the ability
of the organization to increase its capacity to deal
with environmental demands in order to survive in
the long run.
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