The Field of

Organizational
Behavior

Chapter 1

Copyright 2011 Pearson Education

1-1
 Learning Objectives
1. Define the concepts of organization and
organizational behavior (OB).

2. Describe the field of organizational behaviors

commitment to the scientific method and the three
levels of analysis it uses.

3. Trace the historical developments and schools of

thought leading up to the field of organizational
behavior today.

4. Identify the fundamental characteristics of the field

of organizational behavior.

Copyright 2011 Pearson Education

1-2
 Learning Objectives

5. Describe how the field of OB today is being shaped

by the global economy, increasing racial and ethnic
diversity in the workforce, as well as advances in
technology.

6. Explain how changing expectations about the desire

to be engaged in work, the need for flexibility in
work, and the pressure to promote quality have
influenced the field of OB.

Copyright 2011 Pearson Education 1-3

 Organization

A structured social system consisting of groups

and individuals working together to meet
some agreed-upon objectives.

Copyright 2011 Pearson Education 1-4

OB Field Characteristics
Applies scientific method to managerial
problems
Studies individuals, groups, and organizations

Multidisciplinary in nature

Enhances organizational effectiveness and

individual well-being

Copyright 2011 Pearson Education 1-5

 Practical Managerial
Problems
How goals can enhance job performance
How jobs can be designed to enhance employee
satisfaction
When individuals and groups make better decisions
How organizational communication can be improved
How work-related stress can be alleviated
How leaders can enhance team effectiveness

Copyright 2011 Pearson Education 1-6

Three Levels of Analysis

Copyright 2011 Pearson Education 1-7

 Multidisciplinary Roots
Psychology
Sociology
Anthropology
Political science
Economics
Management science

Copyright 2011 Pearson Education 1-8

Organizational Effectiveness and
Quality of Life at Work
Theory X vs. Theory Y

Copyright 2011 Pearson Education 1-9

 OB Matters
Satisfied employees
More pleasant at work
Lower costs
Higher productivity
Less likely to quit

Unsatisfied employees
Reject organization policies
More likely to steal
Increased mental and physical illnesses

Copyright 2011 Pearson Education 1-10

Fundamental Assumptions
Dynamic Nature of Organizations
Open Systems Model

Copyright 2011 Pearson Education 1-11

Fundamental Assumptions

No One Best
Contingency Approach

Behavior
Contingent upon certain conditions

Copyright 2011 Pearson Education 1-12

 OB History

Scientific management
Efficient design of jobs

Human relations movement

Hawthorne studies

Copyright 2011 Pearson Education 1-13

 OB History
Classical organizational theory
Efficient organization structure
Division of labor
Bureaucracy

OB as a social science

The Infotech age

Copyright 2011 Pearson Education 1-14

 Prominent Trends
Increasingly Global Businesses
Multinational enterprises (MNE)
Repatriate
Culture shock
Expatriate
Changing management perspectives
Convergence hypothesis
Divergence hypothesis

Copyright 2011 Pearson Education 1-15

Prominent Trends
Increasingly Diverse Workforce

Copyright 2011 Pearson Education 1-16

 Prominent Trends
Responding to Technology Changes
Leaner organizations creation
Downsizing
Outsourcing

Virtual organization creation

Increasing telecommuting use

Copyright 2011 Pearson Education 1-17

 Prominent Trends
Responding to Changing Expectations
Increasing engagement
Increasing flexibility
Idiosyncratic work arrangements
Flexible hours
Contingent workforce
Compressed workweeks
Job sharing
Voluntary reduced work time

Copyright 2011 Pearson Education 1-18

 Prominent Trends
Responding to Changing Expectations

The quality revolution

Total quality management
Benchmarking
Malcolm Baldridge quality award

Copyright 2011 Pearson Education 1-19

All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without either the prior written permission of the
publisher or a licence permitting restricted copying in the United Kingdom issued by the
Copyright Licensing Agency Ltd, Saffron House, 610 Kirby Street, London EC1N 8TS.

Copyright 2011 Pearson Education

Copyright 2011 Pearson Education 1-20