Chapter 1 Effective Managers Understand Organizational Behavior PDF

Because learning changes everything.® Chapter 1 Effective Managers Understand Organizational Behavior © 2023 McGraw Hill, LLC. Al...

Because learning changes everything.® Chapter 1 Effective Managers Understand Organizational Behavior © 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC 1-1  Learning Objectives 1. Summarize key contributions from the evolution of management. 2. Discuss why it is important to understand organizational behavior. 3. Explain how systems theory relates to organizational effectiveness. 4. Analyze the environmental forces affecting today’s management practices. 5. Understand how to frame the study of organizational behavior. © McGraw Hill, LLC 2  Introduction Imagine working where… Workers are excited about their jobs. Managers listen carefully to worker’s comments. The atmosphere is vibrant. Is this the ideal work setting? It must be achieved if a firm, entrepreneur, or institution is to survive the coming years. © McGraw Hill, LLC 3 Copyright © 2020 Nelson Education Ltd. What is Organizational Behaviour (OB)? Economics Anthropology Sociology Management Psychology OB Medicine © McGraw Hill, LLC 4  EXHIBIT 1.1 CONTRIBUTIONS TO THE STUDY OF OB Access the text alternative for slide images. © McGraw Hill, LLC 5  Why Study Organizational Behavior? 1 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. © McGraw Hill, LLC 6  Why Study Organizational Behavior? 2 What is OB? A way of thinking. Multidisciplinary. A humanistic orientation. Performance-oriented. Based on recognized disciplines. Has an applications orientation. © McGraw Hill, LLC 7 Copyright 2019 Nelson Education Ltd. © McGraw Hill, LLC 8  Leaders and Organizational Behavior Internal and External Challenges. Changing makeup & diversity of workforce. Demanding customers. Changes in markets and competition. Using and managing information technology. Everything is in motion and churning. © McGraw Hill, LLC 9 © McGraw Hill, LLC 10  1. Objective knowledge. 2. Essential skills” for work, learning, and life are (1)reading, (2)document use, (3)numeracy, (4)writing, (5)oral communication, (6)working with others, (7)continuous learning, (8)thinking, and (9)computer use/digital skills. 3. Must be applied in real-world settings Copyright © 2020 Nelson Education Ltd. © McGraw Hill, LLC 11  The TheHawthorne HawthorneStudies Studies 2 2 Studies examined the effect of illumination on worker output, rest pauses, shorter days, incentives, management. Workers produced more merely by being observed and studied. Social pressures and group norms could increase or restrict output. Some contend fear of job loss was a factor. © McGraw Hill, LLC 12  EXHIBIT 1.2 The Basic Elements of a System The Hawthorne Studies 2 Studies examined the effect of illumination on worker output, rest pauses, shorter days, incentives, management. Workers produced more merely by being observed and studied. Social pressures and group norms could increase or restrict output. Some contend fear of job loss was a factor. Access the text alternative for slide images. © McGraw Hill, LLC 13  Systems Theory Used to integrate organizational effectiveness and time. Effectiveness criteria must reflect… The entire input-process-output cycle. Interrelationships between the organization and its outside environment. The stage of the organization’s life. © McGraw Hill, LLC 14  Ways to Improve Effectiveness 1. Provide opportunities for 4. Link compensation to training, development, performance. and continuous learning. 5. Avoid layoffs. 2. Share information often 6. Role model positive with employees. behaviors and attitudes. 3. Encourage cooperation 7. Respect differences across teams, across employees. departments, and the organization. 8. Listen to employees’ and other stakeholders’ concerns and ideas. © McGraw Hill, LLC  Time-Based Criteria Quality. customer’s expectations. top priority. Productivity. Efficiency. Satisfaction. Adaptiveness. Development. © McGraw Hill, LLC 16  Environmental Forces Reshaping Management Practice Organizations. Exist in societies and are created by societies. Environmental forces in these societies. Customer/client needs. Legal/political constraints. Economic/technological changes. © McGraw Hill, LLC 17  The Six Forces Reshaping Management Practice The power of human resources. Globalism. Diversity. The speed of change. New worker–employer psychological contract. Technology. © McGraw Hill, LLC 18  Understanding and Managing Individual Behavior Individual performance is the foundation of organization performance. Individual Differences. Individual Motivation. Rewards. Misbehavior. Stress. © McGraw Hill, LLC 19 © McGraw Hill, LLC 20  Group Behavior and Interpersonal Influence 1 Interpersonal influence and group behavior are powerful forces that affect organizational performance. Group behavior. Intergroup behavior and conflict. Organizational power and politics. © McGraw Hill, LLC 21 © McGraw Hill, LLC 22  Organizational Processes When behavioral processes in an organization don’t function well, problems can arise. Communication Process. Decision-making. Leadership Process. © McGraw Hill, LLC 23  Organizational Change and Innovation Effectiveness might be improved by changing the total organization. Be prepared to deal with employee reactions when changes occur. Reactions can range from mild to extreme. © McGraw Hill, LLC 24  In Review 1. Summarize key contributions from the evolution of management. 2. Discuss why it is important to understand organizational behavior. 3. Explain how systems theory relates to organizational effectiveness. 4. Analyze the environmental forces affecting today’s management practices. 5. Understand how to frame the study of organizational behavior. © McGraw Hill, LLC 25  What is your dream? How do you plan to approach your dream? How can you make your dream come true? © McGraw Hill, LLC 26  Because learning changes everything. ® www.mheducation.com © 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC