Behavior in Changing Times

Chapter 1
Nelson & Quick
Introduction: Organizational
Behavior in Changing Times
Organizational Behavior
The study of individual behavior and

group dynamics in organizations
Organizational Behavior:
Dynamics in Organizations
Psychosocial
Interpersonal
Behavioral
Organizational
Behavior
Organizational Variables that
Affect Human Behavior
Performance Work
Appraisal Design
Communication
Jobs
Organizational
Structure Human Organizational
Behavior Design
Organizational vs. Individual
Point of View
Clockworks or Snake pit?
Human Behavior
in the
Organization
Internal/External Perspective of
Human Behavior
Internal Perspective External Perspective
Understand Thoughts,feelings, External events,
behavior in past experiences, environmental forces, &
terms of and needs behavioral consequences
Explain Individuals history Surrounding external

behavior by & personal value events & environmental
examining system forces
Each perspective has produced

motivational & leadership theories.
Sociology
the science
Psychology of society
the science of Engineering
human behavior the applied science
of energy & matter
Interdisciplinary
Anthropology Influences on
the science of the Organizational Medicine
learned behavior
of human beings
Behavior the applied science of
healing or treatment of
diseases to enhance an
Management individuals health and
the study of overseeing well-being
activities and supervising
people in organizations
Components of an Organization
Task - an organizations mission, purpose, or goal for

existing
People - the human resources of the organization
Structure - the manner in which an organizations work is
designed at the micro level; how departments,
divisions, & the overall organization are designed at the
macro level
Technology - the intellectual and mechanical processes
used by an organization to transform inputs into
products or services that meet organizational goals
(ch02)
Open Systems
View of Task environment:
Organization Competitors
Unions
Regulatory agencies
Clients
Structure
Inputs:
Material Outputs:
Capital Task Technology Products
Human Services
People
(Actors)
Organizational Boundary
Based on Harold Levitt, Applied Organizational Change in
Industry: Structural, Technological, and Humanistic Approaches, in J.G.
March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965,
p. 1145. Reprinted by permission of James G. March
Formal vs. Informal
Organization
Formal Organization - the official, legitimate, and

most visible part of the system
Informal Organization - the unofficial and less
visible part of the system
Hawthorne Studies: studies

conducted during the 1920s and
1930s that discovered the existence
of the informal organization
Formal organization
Formal & (overt)
Informal Goals & objectives
Policies & procedures
Elements of Job descriptions
Financial resources
Organizations Authority structure
Communication channels
Products and services
Social
Surface
Informal organization
(covert)
Beliefs & assumptions
Perceptions & attitudes
Values
Feelings, such as fear, joy
anger, trust, & hope
Group norms
Informal leaders
U.S. Gross Domestic Product
Total 17% 6%11%

$9.3 Trillion
8%
38% 20%
Federal purchases State/local purchases

Personal durable goods Personal nondurable goods
Personal Services Fixed investments
Six Focus Organizations
Brinker International
Enron*
Harley Davidson
Hewlett-Packard
Patagonia
American Heart Association
*NOTE: Enron was in a state of turmoil at the time

the book went to press. Visit the Nelson/Quick web
site for updates on its current situation.
The Challenge of Change
Too much change = chaos

Too little change = stagnation
How do you view change?
Threat Opportunity
International Competition in
Business
Driving forces creating and shaping change at work
Globalization Diversity
Technology Ethics
Success will require:

positive response to the competition in the
international marketplace
responsiveness to ethnic, religious, and gender
diversity in the workforce
Quality
A potential means for giving organizations in viable
industries a competitive edge in international
competition
A rubric for products and services that are of high
status
A customer-oriented philosophy of management
with implications for all aspects of organizational
behavior
A cultural value embedded in successful
organizations
Cannot be optimized
Quality Is not a fad
Is not an end in itself
Three key questions in evaluating quality-improvement ideas

1. Does the idea improve customer response?
2. Does the idea accelerate results?
3. Does the idea raise the effectiveness of resources?
YES means the idea should improve overall quality

Total Quality Management
The total dedication to continuous

improvement and to customers so that the
customers needs are met and their
expectations exceeded
CEOs Advance Total Quality by:
Engaging in participative management

Being willing to change everything
Focusing quality efforts on customer service
Including quality as a criterion in reward systems
Improving the flow of information regarding
quality-improvement successes or failures
Being actively & personally involved in quality
efforts
Seven Categories in the Malcolm Baldrige
National Quality Award Examination
Leadership
Information and analysis
Strategic quality planning
Human resource utilization
Quality assurance of products & services
Quality results
Customer satisfaction
Challenges to Managing
Organizational Behavior
1. Increasing globalization of organizations operating

territory
2. Increasing diversity of organizational workforces
3. Continuing technological innovation with its
companion need for skill enhancement
4. Continuing demand for higher levels of moral &
ethical behavior at work
Learning about Organizational
Behavior
Mastery of Development of Application

basic objective specific skills** of knowledge
knowledge* and abilities and skills
* Objective knowledge ** Skill development

knowledge that results the mastery of abilities
from research and essential to successful
scholarly activities functioning in organizations
Learning from Structured Activity
Individual or group
structured activity
(e.g., group decision
New or modified activity) Systematic review
knowledge or skills of the structured
(e.g., consensus activity (e.g.,
group decisions are compare individual
better) & group results)
Conclusions based
on the systematic
review (e.g., the
group did better)
Three Assumptions Required for
Learning from Structured Activity
Each student must accept responsibility for his/her

own behavior, actions, & learning
Each student must actively participate in the
individual/group structured learning activity
Each student must be open to new information,
new skills, new ideas, and experimentation
Trends Affecting Managers
Industrial restructuring
Increased amount & availability of information
Need to attract & retain the best employees
Need to understand human & cultural differences
Rapid shortening of response times in all aspects of
business
Watchwords for Organizations
in These Changing Times

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What are the main components of an organization discussed in the text?

What are the main components of an organization discussed in the text?

What are two perspectives of understanding human behavior mentioned?

What are two perspectives of understanding human behavior mentioned?

Chapter 1

Nelson & Quick

The study of individual behavior and

Clockworks or Snake pit?

Explain Individuals history Surrounding external

Each perspective has produced

Task - an organizations mission, purpose, or goal for

Formal Organization - the official, legitimate, and

Hawthorne Studies: studies

Total 17% 6%11%

Federal purchases State/local purchases

*NOTE: Enron was in a state of turmoil at the time

Too much change = chaos

How do you view change?

Success will require:

Quality Is not a fad

Is not an end in itself

Three key questions in evaluating quality-improvement ideas

YES means the idea should improve overall quality

The total dedication to continuous

Engaging in participative management

1. Increasing globalization of organizations operating

Mastery of Development of Application

* Objective knowledge ** Skill development

Each student must accept responsibility for his/her

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