The Nature and Scope of Organizational Behavior

The Nature and Scope of
Chapter
Organizational Behavior
1
Fundamentals of
Organizational Behavior 2e
PowerPoint Presentation
Andrew J. DuBrin by Charlie Cook
Learning Objectives
1. Explain what organizational behavior means.
2. Summarize the research methods of
organizational behavior.
3. Identify the potential advantages of organizational
behavior knowledge.
4. Explain key events in the history of organizational
behavior.
5. Describe how focusing on the human element can
contribute to organizational and managerial
effectiveness.
6. Understand how a person develops organizational
skills.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–2
The Meaning of Organizational Behavior
Organizational behavior (OB) is
 the study of human behavior in the workplace,
 the interaction between people and the organization,
 and the organization itself.
Organizational behavior’s major goals are to
 explain, predict, and control behavior.
OB Data Collection and Research Methods
Data collection methods
 Survey questionnaires
 Interviews
 Direct observation
Systematic observation
Participant observation
Researcher methods
 Case studies
 Laboratory experiments
 Field experiments (or studies)
 Meta-analysis
Benefits of Studying Organizational Behavior
 Develop skills to function effectively in the workplace.

 Grow personally through insight into human behavior.
 Enhance overall organizational effectiveness
 Sharpen and refine
common sense.
Key Developments in OB History
The Hawthorne Studies at Western Electric
 Originally intended as a study of the effects of
environmental changes on productivity.
 The Hawthorne Effect— the tendency of people to behave
differently (perform better) when they receive attention.
 Key Findings
1. Economic incentives are less potent than generally believed.
2. Dealing with human problems is complicated and challenging.
3. Leadership practices and work-group pressures strongly
influence productivity, satisfaction, and performance.
4. Personal problems influence worker productivity.
5. Effective communication is critical to success.
6. Factors embedded in the social system influence behavior.
The Human Relations Movement
 Based on belief that managerial practices, morale, and
productivity are strongly linked and that the proper working
environment enhances worker capabilities.
 Douglas McGregor
Theory X
– Managers assume people dislike work,
avoid responsibility, lack ambition,
and need close supervision.
Theory Y
– Managers assume people enjoy
work, accept responsibility,
are innovative, and are
self-controlling.
The Contingency Approach
 Emphasizes that there is no one best way to manage
people. Different situations require managers to make
decisions about which managerial methods and approaches
to use in a specific instance.
 Knowledge of organizational behavior and management is
essential to the examination of individual
and situational differences before
deciding a course of action.
Key Managerial Practices of Successful
Organizations
1. Employment security. 5. Extensive employee
2. High standards in training.
selecting personnel. 6. Reduction of status
3. Extensive use of self- differences between
managed teams and higher management and
decentralized decision other employees.
making. 7. Information sharing
4. Comparatively high among managers and
compensation based on other workers.
performance. 8. Promotion from within.
EXHIBIT Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998),
pp. 64–98; Joanne Cole, Interview with Jeffery Pfeffer: “Putting People First,” HRFOCUS, April 1998,
1-1 pp. 11–12; Pfeffer, “Producing Sustainable Competitive Advantage through the Effective
Management of People,” Academy of Management Executive, February 1995, pp. 64–65.
Skill Development in Organizational
Behavior
General learning model
1. Conceptual information and behavioral
guidelines.
2. Conceptual information demonstrated by
example and brief descriptions.
3. Experiential exercises in the form of practice
cases and self-assessment exercises.
4. Feedback on skill utilization, or performance,
from others.
A Model for Developing
Organizational Behavior Skills
Learner Uses
1. Conceptual knowledge
and behavior guidelines
2. Conceptual information and Skill Development
examples in Organizational
3. Experiential exercises Behavior
4. Feedback on skill
utilization
EXHIBIT
1-2
A Framework for Studying Organizational Behavior
Individual Level Groups and Interpersonal

Relations
Individual differences, mental
ability, and personality Interpersonal communication
Learning, perception, attitudes, Group dynamics and teamwork
values, and ethics Leadership
Individual decision making Power, politics, and influence
and creativity
Foundation concepts of motivation
Conflict, stress, and well-being
The Organizational System

and the Global Environment
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
EXHIBIT organizational behavior
1-3

The Nature and Scope of Organizational Behavior

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The Nature and Scope of

 Develop skills to function effectively in the workplace.

Individual Level Groups and Interpersonal

The Organizational System

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