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Chapter One
The Field of Organizational Behavior
Chapter One
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Learning
Objectives
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Three Good Reasons Why You Should =
Care About . . . Organizational Behavior
=
=
1. Understanding the dynamics of behavior in organizations is essential to achieving personal success as a manager, regardless of your area of specialization
2. Principles of organizational behavior are involved <=
/span>in making people both productive and happy on their jobs
3. To achieve success in today’s rapidly changing environment, organizations must successfully address a wide variety of OB issues
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Organizational
Behavior (OB)
=
o The
multidisciplinary field that seeks =
knowledge
of behavior in organizational settings
by systematically studying =
individual,
group, and organizational =
processes
=
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Characteristics
of the Field of OB
=
=
oOB
applies the scientific method to practical managerial
problems
oOB
focuses on three levels of analysis:
individuals, groups, and
organizations
o OB is
multidisciplinary in nature
oOB
seeks to improve organizational effectiveness a=
nd
the quality of life at work
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Research
Methods in OB
<=
b>Research
Method
<=
b>Survey
<=
b>Research
<=
b>Experimental
<=
b>Research
<=
b>Naturalistic
<=
b>Observation
<=
b>Case
Study
&=
#13;
Description
<=
/span>
Questionnaires are
developed and administered to
people to measure h=
ow
they feel about various
aspects of themselv=
es,
their jobs, and their
organizations. Responses to some questionnaires =
are compared to oth=
ers,
or to actual behaviors, to
see how various
concepts are inter-related
<=
/span>
Behavior is careful=
ly
studied -- either in a controlled
setting (a lab) or =
in
an actual company (the field) --
to see how a partic=
ular
variable that is systematically
varied affects other
aspects of behavior
<=
/span>
A non-empirical
technique in which a scientist
systematically reco=
rds
various events and behaviors
observed in a work
setting
<=
/span>
A thorough descript=
ion
of a series of events that
occurred in a
particular organization
Comments <=
/b>
<=
/span>
This technique is t=
he
most popular one us=
ed
in the field of OB&=
#13;
<=
/span>
<=
/span>
<=
/span>
<=
/span>
This technique makes
it possible to learn
about cause-effect
relationships
<=
/span>
<=
/span>
This technique is
subject
to the biases of the
observer
<=
/span>
Findings may not be
generalizable to ot=
her
organizations
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Levels
of Analysis in OB
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
The
Multidisciplinary Roots of OB
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Theory
X versus Theory Y
Theory X
A traditional philosophy of management suggesting that most people are lazy and irresponsible and will work hard only when forced to do so.
&#=
13;
Theory Y
A philosophy of management suggesting that under the right circumstances people are fully capable of working productively and accepting responsibility for their work.
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Why
does OB Matter?
=
=
Companies whose managers accurately appraise the work of th=
eir subordinates enjoy lower costs and higher productivity
=
People who are satisfied with the way they are treated on t=
heir
jobs are more pleasant to work wi=
th
and less likely to quit
People who are carefully trained to work together tend to be
happier and more productive
=
; Employees who believe they have been treated unfairly are
likely to steal more and reject the
policies of their organizations
People who are mistreated by their supervisors have more me=
ntal
and physical illnesses =
than
those who are treated with kindness, dignity, and respect
<=
span
style=3D'font-size:59%'> <=
span
style=3D'font-family:"Times New Roman";mso-ascii-font-family:"Times New Ro=
man";
font-size:59%'>Organizations that treat employees well are, on average, tw=
ice
as profitable
Organizations that offer good employee benefits and have
friendly conditions are more profitable
than those that are less people oriented
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Fundamental
Assumptions
=
=
OB recognizes the dynamic nature of organizations
OB assumes there is no “one best” approach
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Dynamic
Nature of Organizations
=
=
o An organization<=
/i>
is a structured social system consisting of
groups and individuals working together to meet
some agreed-upon objectives
o Organizations are open systems<=
/i>
-- that is, they are self
sustaining systems that use energy to trans=
form
resources from the environment into some form of out=
put
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Organizations
as Open Systems
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Contingency
Approach
o A perspective suggesting
that organizational behavior is
affected by a large number of interacting factors. How someone will
behave is said to be contingent upon many different
variables at once
=
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Responding to Changes in Technology
=
<=
span
style=3D'font-size:75%;color:#9933FF;text-shadow:auto'>Ø Creating Leaner Organizations
ü Automation: The process f replacing people with machines, which incl=
udes
wh=
ite-collar
and mental-labor as well as blue-collar and menial labor
ü Downsizing/Rightsizing : The process=
of
adjusting the number of employees n=
eeded
to work in newly designed organizations
ü Outsourcing : The process=
of
eliminating those parts of organizations that focus on noncore sectors of the business and hiring outside firms=
to
perform these functions instead&#=
13;
<=
span
style=3D'font-size:63%;color:#9933FF;text-shadow:auto'>Ø Creating Virtual Enterprises
ü Highly flexible, temporary organizations formed by groups of
companies that join forces to exploit a
specific opportunity
<=
span
style=3D'font-size:63%;color:#9933FF;text-shadow:auto'>Ø Increasing the Use of Telecommuting
ü The practice of using communications technology to enable w=
ork
to be performed from remote locatio=
ns
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Vulnerability
to Downsizing
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Adapting
to Telecommuting
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
A
Global Perspective
o Globali=
zation : The process=
of
interconnecting the world’s people
with respect to the cultural, economic, political, technological, and environmental aspects of their lives
o Culture=
: The set of
values, customs, and beliefs that people have in common with other members of a social unit (e.g., a=
nation)
o Culture
shock :
The tendency for people to become confused and disoriented as they attempt to adjust to a new=
culture
o Repatri=
ation : The process=
of
readjusting to one’s own c=
ulture
after spending time away from it
<=
![if !vml]> Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Adjusting
to Foreign Culture
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Trend
toward Diversity
v More women are in =
the workforce than =
ever
before
v Racial and ethnic =
diversity is reality
v People are living
– and working –
longer than ever before
=
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Women and Minorities in the Workplace
Chapter One
Living
and Working Longer
=
oAs
the baby boom generation ages, two things occur
as a result:
nOlder
people in the workforce put more of a drain on
the health care system
nOlder
people are more experienced on the job and offer
skills that only time or they can provide
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Chapter One
Programs to Keep Employees Working Longer
=
o Phased-retirement plans: a=
llows
individuals close to retirement age to m=
ake
a transition to full retirement by c=
ontinuing
to work, usually with a reduced workload, as a transition to full-time retirement.
o Deferred-retirement option plan (DROP): a=
llows
a person of retirement age to
continue working while depositing his or her retirement benefit into a separate account that he or s=
he can claim as a lump sum when formally retired, usually 1 to=
5 years later
n
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
History
of OB
=
=
=
Scientific Management : The earliest
attempt to study behavior in
organizations that emphasized the importance of designing jobs as efficiently as possible
=
The Human Relations Movement : A managemen=
t =
philosophy that rejected the primarily economic orientation of scientific management and focused instead =
on the noneconomic, social factors operating in the =
=
workplace
=
Classical Organizational Theory <=
/b>: An approach=
to =
studying organizations that focused on the efficient =
structuring of organizations
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Comparison of Early Approaches
o Scientific
o Management
v Emphasis on human e=
fficiency
on the job
v
v Sought to improve p=
roductivity
by minimizing wasted <=
/span> movements
v Major proponent was F=
rederick
Taylor
o Human Relations
o Movement
v Emphasis on social conditions in =
organizations
v Sought to improve productivity by developing good working relationships
v Major proponent was Elton Mayo
Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Henri
Fayol’s Principles
=
=
ü A division of labor
should be used because it allows people to specialize, doing only what they do best
ü Managers should have
authority over their subordinates, the right to order them to do what’s necessary for the
organization
ü Lines of authority
should be uninterrupted; that is, a clear chain of command should connect top management to the lowest-leve=
l employee
ü There should exist a
clearly defined unity of command, such that employees receive directions from only one other perso=
n so
as to avoid confusion
<=
/div>
ü Subordinates should=
be
allowed to formulate and implement t=
heir
own plans
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Characteristics of an Ideal Bureaucracy
Characteristics
Formal rules and
regulations
=
;
=
;
Impersonal
treatment
=
;
=
;
Division of
labor
=
;
=
;
Hierarchical
structure
=
;
=
;
Authority
structure
=
;
=
;
=
;
Lifelong career
commitment
=
;
=
;
Rationality
Description
Written guidel=
ines
are used to control all employees’
behaviors
&=
#13;
Favoritism is =
to
be avoided, and all work relationships are
to be based on objective
standards
&=
#13;
All duties are
divided into specialized tasks and are
performed by individuals wi=
th the
appropriate skills
&=
#13;
Positions are
ranked by authority level in clear fashion
from lower-level to upper-l=
evel
ones
&=
#13;
The making of
decisions is determined by one’s position
in the hierarchy; people ha=
ve
authority over those in
lower-ranking positions
=
;
&=
#13;
Employment is
viewed as a permanent, lifelong obligation
on the part of the organiza=
tion
and its employees
&=
#13;
The organizati=
on
is committed to achieving its ends
(e.g., profitability) in th=
e most
efficient manner possible
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Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Current
Issues in OB
<=
span
style=3D'font-size:89%'> =
Cross-cultural aspects of behavior
<=
span
style=3D'font-size:89%'> <=
span
style=3D'font-family:"Times New Roman";mso-ascii-font-family:"Times New Ro=
man";
font-size:89%'>Unethical behavior in organizations
Conserving energy and preserving the environment
<=
span
style=3D'font-size:89%'> =
Workforce diversity
Understanding and minimizing poor leadership decision-making
<=
span
style=3D'font-family:"Times New Roman";mso-ascii-font-family:"Times New Ro=
man";
font-size:89%'>Increasing team responsibility
<=
span
style=3D'font-size:89%'> =
Unrelenting change
<=
![if !vml]> Chapter One
Copyright © 2010 Pearson Education, Inc. Publish=
ing
as Prentice Hall
Organization
of the Text
&Oslas=
h; Part II: Individual behavior&#=
13;
n Chapters 2 through 6
&Oslas=
h; Part III: Group behavior
n Chapters 7 through 11
&Oslas=
h; Part IV: Organizational-level
processes
n Chapters 12 through 14
<=
![if !vml]>
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
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------=_NextPart_01CB4D2D.44C61390
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Content-Transfer-Encoding: quoted-printable
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=09
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if ( gSldJumpIdx =3D=3D 0 )
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if( event.keyCode =3D=3D 8 ) {
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var g_animItemsToHide, g_animInteractiveItems, g_animSlideTime;
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document.ondragstart=3DCancel
document.onselectstart=3DCancel
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obj =3D GetHrefObj( num )
obj.mVis=3D1
gPrevSld=3DgCurSld
gCurSld =3D num;
PPTSld.location.replace(MHTMLPrefix+obj.mSldHref)
if( IsFramesMode() ) {
UpdNavPane(); UpdOtlPane(); UpdNtsPane()
}
}
function GoToSld( href )
{
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
GetHrefObj( GetSldNum(href) ).mVis=3D1
PPTSld.location.replace(MHTMLPrefix+href)
}
function SldUpdated( id )
{
if( id =3D=3D GetHrefObj(gCurSld).mSldHref ) return
gPrevSld=3DgCurSld
gCurSld=3DGetSldNum(id)
if( IsFramesMode() ) {
UpdNavPane(); UpdOtlPane(); UpdNtsPane()
}
}
function PrevSldViewed(){ GoToSld( GetHrefObj(gPrevSld).mSldHref ) }
function HasPrevSld() { return ( gIsEndShow || ( gCurSld !=3D 1 && GetHrefO=
bj( gCurSld-1 ).mVis =3D=3D 1 )||( GetCurSldNum() > 1 ) ) }
function HasNextSld() { return (GetCurSldNum() !=3D GetNumSlds()) }
function CloseWindow() {
if( HideMenu() ) return;
var event =3D PPTSld.event;
if( !IsFramesMode() && event && (event.keyCode=3D=3D27 || event.keyCode=3D=
=3D32 || event.type=3D=3D"click" ) )
window.close( self );
CatchNumKeys( self, event );
}
function Unload() { gIsEndShow=3D0; }
function SetupEndShow() {
gIsEndShow=3D1;
PPTSld.document.body.scroll=3D"no";
PPTSld.document.onkeypress=3DCloseWindow;
PPTSld.document.onclick=3DCloseWindow;
PPTSld.document.oncontextmenu=3D_CM;
}
function EndShow()
{
if( IsFramesMode() ) return
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
doc=3DPPTSld.document
var dir =3D doc.body.dir
if( dir !=3D "rtl" ) dir =3D "ltr";
doc.open()
doc.writeln('' + ENDSHOW_MESG + '
0) {
PushSldList(sldList,fEnd);
gCurSld =3D 1;
}
else
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
}
function PushSldList(arr,fEnd) {
var ii =3D gSldStack.length;
gSldStack[ii] =3D new SldList(arr,gCurSld,fEnd);
GoToSld( gSldStack[ii].mList[0].mSldHref );
}
function PopSldList() {
if (gSldStack[gSldStack.length-1].fEndShow)
EndShow()
else {
gCurSld =3D gSldStack[gSldStack.length-1].mCurSld;
gSldStack[gSldStack.length-1] =3D null;
gSldStack.length--;
var sldList =3D gSldStack[gSldStack.length-1];
GoToSld( sldList.mList[gCurSld - 1].mSldHref );
}
}
var custShowList=3Dnew Array();
function ImgBtn( oId,bId,w,action )
{
var t=3Dthis
t.Perform =3D _IBP
t.SetActive =3D _IBSetA
t.SetInactive=3D _IBSetI
t.SetPressed =3D _IBSetP
t.SetDisabled=3D _IBSetD
t.Enabled =3D _IBSetE
t.ChangeIcon =3D null
t.UserAction =3D action
t.ChgState =3D _IBUI
t.mObjId =3D oId
t.mBorderId=3D bId
t.mWidth =3D w
t.mIsOn =3D t.mCurState =3D 0
}
function _IBSetA()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gHiliteClr,gShadowClr,2 )
obj.style.posTop=3D0
}
}
function _IBSetI()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gFaceClr,gFaceClr,1 )
obj.style.posTop=3D0
}
}
function _IBSetP()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gShadowClr,gHiliteClr,2 )
obj.style.posLeft+=3D1; obj.style.posTop+=3D1
}
}
function _IBSetD()
{
obj=3Dthis.ChgState( gFaceClr,gFaceClr,0 )
obj.style.posTop=3D0
}
function _IBSetE( state )
{
var t=3Dthis
GetObj( t.mBorderId ).style.visibility=3D"visible"
if( state !=3D t.mIsOn ) {
t.mIsOn=3Dstate
if( state )
t.SetInactive()
else
t.SetDisabled()
}
}
function _IBP()
{
var t=3Dthis
if( t.mIsOn ) {
if( t.UserAction !=3D null )
t.UserAction()
if( t.ChangeIcon ) {
obj=3DGetObj(t.mObjId)
if( t.ChangeIcon() )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-4)*t.mWidth
else
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-0)*t.mWidth
}
t.SetActive()
}
}
function _IBUI( clr1,clr2,nextState )
{
var t=3Dthis
SetBorder( GetObj( t.mBorderId ),clr1,clr2 )
obj=3DGetObj( t.mObjId )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-nextState)*t.mWidth-obj=
.style.posTop
t.mCurState=3DnextState
return obj
}
function TxtBtn( oId,oeId,action,chkState )
{
var t=3Dthis
t.Perform =3D _TBP
t.SetActive =3D _TBSetA
t.SetInactive=3D _TBSetI
t.SetPressed =3D _TBSetP
t.SetDisabled=3D _TBSetD
t.SetEnabled =3D _TBSetE
t.GetState =3D chkState
t.UserAction =3D action
t.ChgState =3D _TBUI
t.mObjId =3D oId
t.m_elementsId=3D oeId
t.mIsOn =3D 1
}
function _TBSetA()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gHiliteClr,gShadowClr,0,0 )
}
function _TBSetI()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
}
function _TBSetP()
{
if( this.mIsOn )
this.ChgState( gShadowClr,gHiliteClr,1,1 )
}
function _TBSetD()
{
this.ChgState( gFaceClr,gFaceClr,0,0 )
this.mIsOn =3D 0
}
function _TBSetE()
{
var t=3Dthis
if( !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
else
t.ChgState( gShadowClr,gHiliteClr,1,1 )
t.mIsOn =3D 1
}
function _TBP()
{
var t=3Dthis
if( t.mIsOn ) {
if( t.UserAction !=3D null )
t.UserAction()
if( !t.GetState )
return
if( t.GetState() )
t.SetPressed()
else
t.SetActive()
}
}
function _TBUI( clr1,clr2,lOffset,tOffset )
{
SetBorder( GetObj( this.mObjId ),clr1,clr2 )
Offset( GetObj( this.m_elementsId ),lOffset,tOffset )
}
function Offset( obj, top, left ){ obj.style.top=3Dtop; obj.style.left=3Dle=
ft }
function SetBorder( obj, upperLeft, lowerRight )
{
s=3Dobj.style;
s.borderStyle =3D "solid"
s.borderWidth =3D 1
s.borderLeftColor =3D s.borderTopColor =3D upperLeft
s.borderBottomColor=3D s.borderRightColor =3D lowerRight
}
function GetBtnObj(){ return gBtnArr[window.event.srcElement.id] }
function BtnOnOver(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetActive() }
function BtnOnDown(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetPressed() }
function BtnOnOut(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetInactive() }
function BtnOnUp()
{
b=3DGetBtnObj()
if( b !=3D null )
b.Perform()
else
Upd()
}
function GetNtsState(){ return parent.gNtsOpen }
function GetOtlState(){ return parent.gOtlOpen }
function GetOtlTxtState(){ return parent.gOtlTxtExp }
function NtsBtnSetFlag( fVal )
{
s=3Ddocument.all.item( this.m_flagId ).style
s.display=3D"none"
if( fVal )
s.display=3D""
else
s.display=3D"none"
}
function _BSetA_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etActive() }
function _BSetI_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etInactive() }
function _BSetP_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etPressed() }
function _BSetA_BorderImg()
{
b =3D gBtnArr[this.mBorderId]
if( b !=3D null && this.mIsOn && !b.GetState() ) {
obj=3Dthis.ChgState( gHiliteClr,gShadowClr,2 )
obj.style.posTop=3D0
}
}
function _BSetI_BorderImg()
{
b =3D gBtnArr[this.mBorderId]
if( b !=3D null && this.mIsOn && !b.GetState() ) {
obj=3Dthis.ChgState( gFaceClr,gFaceClr,1 )
obj.style.posTop=3D0
}
}
var gHiliteClr=3D"THREEDHIGHLIGHT",gShadowClr=3D"THREEDSHADOW",gFaceClr=3D"=
THREEDFACE"
var gBtnArr =3D new Array()
gBtnArr["nb_otl"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOtlPan=
e,GetOtlState )
gBtnArr["nb_otlElem"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOt=
lPane,GetOtlState )
gBtnArr["nb_nts"] =3D new ImgBtn( "nb_nts","nb_ntsBorder",10,parent.ToggleN=
tsPane )
gBtnArr["nb_nts"].SetActive =3D _BSetA_BorderImg;
gBtnArr["nb_nts"].SetInactive =3D _BSetI_BorderImg;
gBtnArr["nb_ntsBorder"] =3D new TxtBtn( "nb_ntsBorder","nb_ntsElem",parent.=
ToggleNtsPane,GetNtsState )
gBtnArr["nb_ntsElem"] =3D new TxtBtn( "nb_ntsBorder","nb_ntsElem",parent.To=
ggleNtsPane,GetNtsState )
gBtnArr["nb_prevBorder"] =3D gBtnArr["nb_prev"]=3D new ImgBtn( "nb_prev","n=
b_prevBorder",30,parent.GoToPrevSld )
gBtnArr["nb_nextBorder"] =3D gBtnArr["nb_next"]=3D new ImgBtn( "nb_next","n=
b_nextBorder",30,parent.GoToNextSld )
gBtnArr["nb_sldshw"]=3D new ImgBtn( "nb_sldshw","nb_sldshwBorder",18,parent=
.FullScreen )
gBtnArr["nb_sldshwBorder"] =3D new TxtBtn( "nb_sldshw","nb_sldshwBorder",pa=
rent.FullScreen,null )
gBtnArr["nb_sldshwBorder"].SetActive =3D _BSetA_Border;
gBtnArr["nb_sldshwBorder"].SetInactive =3D _BSetI_Border;
gBtnArr["nb_sldshwText"] =3D new TxtBtn( "nb_sldshw","nb_sldshwText",parent=
.FullScreen,null )
gBtnArr["nb_sldshwText"].SetActive =3D _BSetA_Border;
gBtnArr["nb_sldshwText"].SetInactive =3D _BSetI_Border;
gBtnArr["nb_voice"] =3D gBtnArr["nb_voiceBorder"] =3D new ImgBtn( "nb_voice=
","nb_voiceBorder",18,parent.ToggleVNarration )
gBtnArr["nb_otlTxtBorder"] =3D gBtnArr["nb_otlTxt"]=3D new ImgBtn( "nb_otlT=
xt","nb_otlTxtBorder",23,parent.ToggleOtlText )
gBtnArr["nb_ntsBorder"].m_flagId=3D "nb_nts"
gBtnArr["nb_ntsBorder"].SetFlag =3D NtsBtnSetFlag
gBtnArr["nb_otlTxt"].ChangeIcon=3D GetOtlTxtState
var sNext=3D"Next",sPrev=3D"Previous",sEnd=3D"End Show",sFont=3D"Arial",sAr=
row=3D"Arrow",sFreeform=3D"Freeform",sRect=3D"Rectangle",sOval=3D"Oval"
function ShowMenu()
{
BuildMenu();
var doc=3DPPTSld.document.body,x=3DPPTSld.event.clientX+doc.scrollLeft,y=
=3DPPTSld.event.clientY+doc.scrollTop
m =3D PPTSld.document.all.item("ctxtmenu")
m.style.pixelLeft=3Dx
if( (x+m.scrollWidth > doc.clientWidth)&&(x-m.scrollWidth > 0) )
m.style.pixelLeft=3Dx-m.scrollWidth
m.style.pixelTop=3Dy
if( (y+m.scrollHeight > doc.clientHeight)&&(y-m.scrollHeight > 0) )
m.style.pixelTop=3Dy-m.scrollHeight
m.style.display=3D""
}
function _CM()
{
if( !parent.IsFullScrMode() ) return;
if(!PPTSld.event.ctrlKey) {
ShowMenu()
return false
} else
HideMenu()
}
function BuildMenu()
{
if( PPTSld.document.all.item("ctxtmenu") ) return
var mObj=3DCreateItem( PPTSld.document.body )
mObj.id=3D"ctxtmenu"
mObj.style.visibility=3D"hidden"
var s=3DmObj.style
s.position=3D"absolute"
s.cursor=3D"default"
s.width=3D"120px"
SetCMBorder(mObj,"menu","black")
var iObj=3DCreateItem( mObj )
SetCMBorder( iObj, "threedhighlight","threedshadow" )
iObj.style.padding=3D2
CreateMenuItem( iObj,sNext,M_GoNextSld,M_True )
CreateMenuItem( iObj,sPrev,M_GoPrevSld,M_HasPrevSld )
CreateSeparator( iObj )
CreateMenuItem( iObj,sEnd,M_End,M_True )
mObj.style.visibility=3D"visible"
}
function Cancel() { window.event.cancelBubble=3Dtrue; window.event.returnVa=
lue=3Dfalse }
function Highlight() { ChangeClr("activecaption","threedhighlight") }
function Deselect() { ChangeClr("threedface","menutext") }
function Perform()
{
e=3DPPTSld.event.srcElement
if( e.type=3D=3D"menuitem" && e.IsActive() )
e.Action()
else
PPTSld.event.cancelBubble=3Dtrue
}
function ChangeClr( bg,clr )
{
e=3DPPTSld.event.srcElement
if( e.type=3D=3D"menuitem" && e.IsActive() ) {
e.style.backgroundColor=3Dbg
e.style.color=3Dclr
}
}
function M_HasPrevSld() { return( parent.HasPrevSld() ) }
function M_GoNextSld() { if( gIsEndShow ) M_End(); else GoToNextSld() }
function M_GoPrevSld() { if( gIsEndShow ) { gIsEndShow=3D0; history.back();=
PPTSld.event.cancelBubble=3Dtrue; } else GoToPrevSld() }
function M_True() { return true }
function M_End() { window.close( self ) }
function CreateMenuItem( node,text,action,eval )
{
var e=3DCreateItem( node )
e.type=3D"menuitem"
e.Action=3Daction
e.IsActive=3Deval
e.innerHTML=3Dtext
if( !e.IsActive() )
e.style.color=3D"threedshadow"
e.onclick=3DPerform
e.onmouseover=3DHighlight
e.onmouseout=3DDeselect
s=3De.style;
s.fontFamily=3DsFont
s.fontSize=3D"9pt"
s.paddingLeft=3D2
}
function CreateSeparator( node )
{
var sObj=3DCreateItem( node )
SetCMBorder(sObj,"menu","menu")
var s=3DsObj.style
s.borderTopColor=3D"threedshadow"
s.borderBottomColor=3D"threedhighlight"
s.height=3D1
s.fontSize=3D"0px"
}
function CreateItem( node )
{
var elem=3DPPTSld.document.createElement("DIV")
node.insertBefore( elem )
return elem
}
function SetCMBorder( o,ltClr,rbClr )
{
var s=3Do.style
s.backgroundColor=3D"menu"
s.borderStyle=3D"solid"
s.borderWidth=3D1
s.borderColor=3DltClr+" "+rbClr+" "+rbClr+" "+ltClr
}
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Chapter One
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No=
tes
1
The Field of Organizational Behavior
2
DEFINE organizational behavior (OB)
DESCRIBE the major characteristics of the field of OB
DISTINGUISH between the Theory X and Theory Y philosophies of manage=
ment
IDENTIFY the fundamental assumptions of the field of OB
DESCRIBE the historical roots of the field of OB
CHARACTERIZE the nature of the field of OB today
3
Understanding the dynamics of behavior in organizations is essential=
to
achieving personal success as a manager, regardless of your area of
specialization
Principles of organizational behavior are involved in making people =
both
productive and happy on their jobs
To achieve success in today’s rapidly changing environment,
organizations must successfully address a wide variety of OB issues<=
/li>
4
The multidisciplinary field that seeks knowledge of behavior in
organizational settings by systematically studying individual, group,
and organizational processes
5
OB applies the scientific method to practical managerial problems
OB focuses on three levels of analysis: individuals, groups, and
organizations
OB is multidisciplinary in nature
OB seeks to improve organizational effectiveness and the quality of =
life
at work
6
7
8
9
10
Companies whose managers accurately appraise the work of their
subordinates enjoy lower costs and higher productivity
People who are satisfied with the way they are treated on their jobs=
are
more pleasant to work with and less likely to quit
People who are carefully trained to work together tend to be happier=
and
more productive
Employees who believe they have been treated unfairly are likely to
steal more and reject the policies of their organizations
People who are mistreated by their supervisors have more mental and
physical illnesses than those who are treated with kindness, dignity,
and respect
Organizations that treat employees well are, on average, twice as
profitable
Organizations that offer good employee benefits and have friendly
conditions are more profitable than those that are less people orien=
ted
11
OB recognizes the dynamic nature of organizations
OB assumes there is no “one best” approach
OB responds to changes in social, economic and technological conditi=
ons
OB takes a global perspective
OB embraces the trend toward diversity
12
An organization is a structured social system consisting of groups a=
nd
individuals working together to meet some agreed-upon objectives
Organizations are open systems -- that is, they are self sustaining
systems that use energy to transform resources from the environment =
into
some form of output
13
14
A perspective suggesting that organizational behavior is affected b=
y a
large number of interacting factors. How someone will behave is =
said
to be contingent upon many different variables at once
15
Creating Leaner Organizations
Automation: The proce=
ss f
replacing people with machines, which includes white-collar and
mental-labor as well as blue-collar and menial labor
Downsizing/Rightsizing: The
process of adjusting the number of employees needed to work in newly
designed organizations
Outsourcing: The proc=
ess of
eliminating those parts of organizations that focus on noncore sect=
ors
of the business and hiring outside firms to perform these functions
instead
Creating Virtual Enterprises
Highly flexible, temporary organizations formed by groups of compan=
ies
that join forces to exploit a specific opportunity
Increasing the Use of Telecommuting
The practice of using communications technology to enable work to be
performed from remote locations
16
17
18
Globalization: The pro=
cess
of interconnecting the world’s people with respect to the
cultural, economic, political, technological, and environmental aspe=
cts
of their lives
Culture: The set of va=
lues,
customs, and beliefs that people have in common with other members o=
f a
social unit (e.g., a nation)
Culture shock: The ten=
dency
for people to become confused and disoriented as they attempt to adj=
ust
to a new culture
Repatriation: The proc=
ess of
readjusting to one’s own culture after spending time away from=
it
19
20
More women are in the workforce than ever before
Racial and ethnic diversity is reality
People are living – and working – longer than ever befor=
e
21
22
As the baby boom generation ages, two things occur as a result:
Older people in the workforce put more of a drain on the health care
system
Older people are more experienced on the job and offer skills that =
only
time or they can provide
23
Phased-retirement plans: allows
individuals close to retirement age to make a transition to full
retirement by continuing to work, usually with a reduced workload, a=
s a
transition to full-time retirement.
Deferred-retirement option plan (DROP): allows a person of retireme=
nt age
to continue working while depositing his or her retirement benefit i=
nto
a separate account that he or she can claim as a lump sum when forma=
lly
retired, usually 1 to 5 years later
24
Scientific Management: The
earliest attempt to study behavior in organizations that emphasized =
the
importance of designing jobs as efficiently as possible
The Human Relations Movement:
A management philosophy that rejected the primarily economic
orientation of scientific management and focused instead on the
noneconomic, social factors operating in the workplace
Classical Organizational Theory:&nb=
sp;
An approach to studying organizations that focused on the
efficient structuring of organizations
25
Human Relations
Movement
Emphasis on social conditions in organizations
Sought to improve productivity by developing good working relationsh=
ips
Major proponent was Elton Mayo
Scientific
Management
Emphasis on human efficiency on the job
Sought to improve productivity by minimizing wasted movements
Major proponent was Frederick Taylor
26
A division of labor should be used because it allows people to
specialize, doing only what they do best
Managers should have authority over their subordinates, the right to
order them to do what’s necessary for the organization
Lines of authority should be uninterrupted; that is, a clear chain of
command should connect top management to the lowest-level employee
There should exist a clearly defined unity of command, such that
employees receive directions from only one other person so as to avo=
id
confusion
Subordinates should be allowed to formulate and implement their own
plans
27
28
Cross-cultural aspects of behavior
Unethical behavior in organizations
Conserving energy and preserving the environment
Workforce diversity
Understanding and minimizing poor leadership decision-making
Increasing team responsibility
Unrelenting change
29
Part II: Individual behavior
Part III: Group behavior
Part IV: Organizational-level processes
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Content-Location: file:///C:/CCB94A25/ChpOne_files/filelist.xml
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Content-Type: text/xml; charset="utf-8"
![](3D"master100_image001.gif")
![](3D"master100_image002.gif")
![](3D"master101_image003.gif")
DEFINE<=
b>
organizational behavior (OB)
![](3D"master28_image005.gif")
![=3Dj0233018](3D"slide0022_image007.gif")
![](3D"slide0025_image008.gif")
![](3D"slide0025_image009.gif")
![](3D"slide0026_image011.gif")
![](3D"slide0024_image013.gif")
![](3D"slide0027_image015.gif")
![](3D"slide0027_image016.gif")
![](3D"slide0027_image017.gif")
=
Companies whose managers accurately appraise the work of th=
eir subordinates enjoy lower costs and higher productivity
=
OB recognizes the dynamic nature of organizations
![](3D"slide0032_image021.gif")
![=3D"BD18239_"](3D"slide0031_image023.gif")
![3D"BD18239_"](3D"slide0031_image024.gif")
![](3D"slide0034_image026.gif")
=
![](3D"slide0035_image028.gif")
![=3D"bd05680_"](3D"slide0038_image030.gif")
![](3D"slide0037_image032.gif")
![=3D"BD08832_"](3D"slide0039_image034.gif")
![](3D"slide0040_image036.gif")
Scientific Management=
: The earliest
attempt to study behavior in
organizations that emphasized the importance of designing jobs as efficiently as possible
![](3D"slide0014_image038.gif")
![](3D"slide0029_image039.gif")
=
Cross-cultural aspects of behavior
![=3Dj0149481](3D"slide0017_image042.gif")
![=3Dj0299125](3D"slide0018_image044.gif")
![3Dj0299125](3D"slide0018_image045.gif")
![3Dj0299125](3D"slide0018_image046.gif")
![](3D"notes_flag.gif")
No=
tes![](3D"buttons.gif")
![](3D"slide0026_image010.png"){kind=link}
![](3D"slide0024_image012.png"){kind=link}
![](3D"slide0027_image014.png"){kind=link}
![](3D"slide0032_image020.png"){kind=link}
![](3D"slide0034_image025.png"){kind=link}
![](3D"slide0035_image027.png"){kind=link}
![](3D"slide0037_image031.png"){kind=link}
![](3D"slide0040_image035.png"){kind=link}
