ស៊ិន សុធា
បទពិសោធន៍៖ សាស្ត្រាចារ្យ
អ្នកគ្រប់គ្រង ម្ចាស់ហាង
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គ្រូបង្រៀន។
sinsothea99@[Link]
កម្រិតវប្បធម៏៖ អនុបណ្ឌិត
Sin So Thea
គ្រប់គ្រងអប់រំ អនុអនុបណ្ឌិត
ក្រុងប៉ោយប៉ែត
គ្រប់គ្រងធុរកិច្ច។ បន្ទាយមានជ័យ
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[AIA – PUBLIC]
Chapter One: The Dynamics of People
and Organizations
CHAPTER OBJECTIVES
TO UNDERSTAND The Meaning of Organizational Behavior
The Key Goals and Forces with Which It Is Concerned
Basic Concepts of Organizational Behavior
Major Approaches Taken in This Book
How Organizational Behavior Affects Organizational Performance
Limitations of Organizational Behavior
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UNDERSTANDING ORGANIZATIONAL BEHAVIOR
Organizational behavior is the systematic study and careful
application of knowledge about how people—as individuals and as
groups—act within organizations.
Goals:
control describe understand predict
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Goals of OB
• systematically, how people behave
Describe under a variety of conditions
• why people behave as they do
Understand
• future employee behavior
Predicting
• at least partially, and develop some
Control human activity at work.
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KEY FORCES AFFECTING OB
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FUNDAMENTAL CONCEPTS
The Nature of People
• Individual differences The Nature of
• Perception Organizations
• A whole person • Social systems
• Motivated behavior • Mutual interest
• Desire for • Ethics
involvement • Value of the person
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Basic Approaches to
Organizational Behavior
Organizational behavior integrates four key
elements:
People
Structure 🏢
Technology 💻
Environment 🌍
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The Four Basic Approaches
•Human Resources (Supportive): Focuses on employee
growth and development.
•Contingency: Acknowledges that different situations
require different managerial behaviors.
•Results-Oriented: Measures the effectiveness of programs
by their outcomes.
•Systems: Views the organization as a whole, where all
parts are interconnected.
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The Human Resources Approach
•A Developmental Focus:
• Concerned with the growth and development of people. 🌱
• Aims for higher levels of competency, creativity, and fulfillment.
•Why is this approach important?
• People are the central resource in any organization.
•Traditional vs. Human Resources:
• Traditional Approach (Early 1900s):
• Managers were directive and controlling.
• Focused on close supervision to ensure task performance.
• Human Resources Approach:
• Encourages and supports employee growth.
• Management is supportive and facilitative.
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Contingency approach
•means:
• Different situations require different behavioral practices for
effectiveness.
• Management is not about "one best way" but about choosing
the most appropriate approach based on the specific
context.
• The key question is "when?" to use a specific approach.
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Applying the Contingency Approach
•Prior analysis is required:
• Managers must carefully analyze each situation to identify the
significant variables.
• This helps determine which practices will be most effective.
•Benefits of this approach:
• Discourages habitual practice based on universal assumptions.
• It is more interdisciplinary, system-oriented, and research-
oriented.
•This approach empowers managers to use all current knowledge about
people in organizations in the most appropriate manner.
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The Results-Oriented Approach
•All organizations must achieve outcomes or results. 🎯
•A common goal is to be productive.
•Productivity is a ratio:
• It compares units of output with units of input.
• Improved productivity means:
• More outputs from the same inputs.
• Fewer inputs to produce the same outputs.
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Measuring Results
•While productivity is often measured economically (e.g., inputs and outputs), human
and social outcomes are also important.
•Human Outputs: * Improved job satisfaction.
•Social Outputs: * Employee development programs that create better citizens.
•Total Quality Management (TQM):
• An integrated approach to improving product/service quality.
• Focuses on high customer satisfaction by:
• Listening to customers.
• Building supplier partnerships.
• Continuous operational improvements.
• Involving employees in team-based systems.
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How OB Drives Results
•Organizational behavior (OB) plays a key role in achieving
results. Here's a simple model:
• Equation 1: Ability
• Knowledge × Skill = Ability
• This can be improved by hiring better workers or
providing training.
• Equation 2: Motivation
• Attitude × Situation = Motivation
• A person’s attitudes (influenced by leadership and other
factors) determine their motivation.
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: The Path to Organizational Results
•Equation 3: Potential Performance
• Ability × Motivation = Potential Performance
• OB helps motivate workers to acquire the abilities needed for
performance.
•Equation 4: Organizational Results
• Potential Performance × Resources × Opportunity = Organizational
Results
• Resources: Tools, power, and supplies.
• Opportunity: OB plays a key role in providing this, for example, through
empowerment
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The Systems Approach
•Viewing an organization as a system is crucial for success.
•Key Elements of a System:
• Many variables exist within a system.
• Parts are interdependent (one part affects and is affected by many others).
• Larger systems contain many subsystems.
• Systems require inputs, engage in a process, and produce outputs.
• This process is cyclical and self-sustaining through feedback.
• Systems produce both positive and negative results.
• They also produce both intended and unintended consequences.
• Consequences can be short-term, long-term, or both.
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LIMITATIONS OF
ORGANIZATIONAL BEHAVIOR
Organizational behavior (OB) is a powerful tool, but it's not a cure-all.
It can reduce conflict and frustration, but not abolish them.
It's a way to improve, not an absolute answer.
OB is just one part of the larger organizational system and cannot
substitute for other functions like planning or organizing.
We must be aware of its limitations to apply it correctly.
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Behavioral Bias 🧐
•What is it? A narrow viewpoint that overemphasizes employee satisfaction while
ignoring the organization's broader system and goals.
•The Danger:
• The original purpose of the organization—productive output for society—can be
lost.
• The goal of a satisfied workforce is not enough; it won't automatically lead to great
products or customer service.
•This bias can also harm employees, making them dependent and unproductive.
•A sound approach recognizes a social system where many needs are served in a
balanced way.
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The Law of Diminishing Returns ⚖️
•The Concept: A limiting factor in OB where too much of a good thing becomes bad.
•How it works:
• At some point, increasing a desirable practice (like recognition or participation)
produces declining returns.
• Eventually, the returns may reach zero or even become negative.
•Example:
• Researchers found that offering larger financial bonuses to U.S. Navy enlistees did
not increase favorable responses.
• In one case, a smaller bonus was even more attractive.
•This law highlights the importance of balance within a system, not the maximization of
one variable.
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Unethical Manipulation 😈
•A significant concern is that OB knowledge can be used to unethically
manipulate people.
•Individuals who lack ethical values could use what they know about
motivation or communication for selfish gain, without regard for human
welfare.
•The Solution:
• Ethical leadership is desperately needed to prevent misuse of power.
• Ethical leaders adhere to principles such as:
• Social responsibility: Power comes with responsibility.
• Open communication: Operating as a transparent, two-way system.
• Cost-benefit analysis: Considering human and social costs in addition
to economic ones.
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