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Module 1
- 1. Module one
- 10. e.g., Selection Systems e.g., Groupthink e.g., Personality Group Level Individual Level Organizational Level
- 11. Understanding organizational behavior requires studying Individuals in Organizations Group and Team Processes Organizational Processes
- 17. Organizational Behaviour Research Understand organizational events Predict organizational events Influence organizational events
- 22. Psychology seeks to measure,explain, and change behavior Sociology studies people in relation to their fellow human beings Social psychology focuses on the influence of people on one another Anthropology is the study of societies to learn about human beings and their activities Political science is the study of the behavior of individuals and groups within a political environment
- 24. Organizational Behavior Human Relations Hawthorne Studies Scientific Management 1900’s 1940’s 1970’s Classical Organization Theory
- 36. Theory Y Theory X Work is Natural Self- Direction Seek Responsibility Good Decisions Widely Dispersed Avoid Work Must be Controlled Avoid Responsibility Seek Security
- 43. Learning Organization Open Information Empowered Employees Team-Based Structure
- 45. Function Traditional Organization Learning Organization Determination of overall Direction Vision is provided by top management Shared vision ,emerges from many places but top management to ensure that it is followed Formulation and implementation of ideas It is the prerogative of the top management Ideas take place at all level of the organization Nature of organizational thinking Each one is responsible for his or her job responsibilities and focus on individual competence Personnel understanding their own jobs as well as the way in which their own work interrelates with and influences that of other personnel Conflict Resolution Through the use of power and hierarchical influence Use of collaborative learning and the integration of diverse viewpoints of personnel in the organization Leadership and Motivation Role of leader is to establish the organization’s vision, provide rewards and punishment as appropriate and maintain overall control of employee activities Role of leader is to build a shared vision ,empower personnel ,inspire commitment and encourage effective decision making
- 46. Product Brand Brand Equity Organizational Learning Intellectual Capital Intellectual Equity
- 48. Insert Figure 1.1 here
Hinweis der Redaktion
- Organizational behavior can be examined at 3 levels: organizational, group, and individual. OB is particularly important to managers.
- Figure 1.3 illustrates how the text covers the three levels of organizational behavior. Part I includes chapters 2-9. Part 2 includes chapters 10-15. Part 3 includes chapters 16-18.
- Theory X and Theory Y This CTR relates to the material on p. 273. McGregor’s Theory X and Theory Y Douglas McGregor proposed two theories of how human beings view themselves. After studying the way managers treated their employees, McGregor concluded that managers based their decisions on group of assumptions about what motivates individuals and then shapes her or his behavior toward employees to align with those assumptions. He labeled each hypothetical set of assumptions Theory X and Theory Y. Theory X. Under Theory X, managers take an essentially negative view of human nature. Four assumptions of this perspective are: (1) Employees inherently dislike work and whenever possible will attempt to avoid it. (2). Because employees inherently dislike work they must be coerced, controlled, or threatened with punishment to achieve desired goals. (3) Employees will shirk responsibilities and seek form direction whenever possible. (4) Most workers place security above all other factors associated with work and will display little ambition. Theory Y. Under Theory Y, managers take an essentially positive view of human nature. Four assumptions of this perspective are: (1) Employees can view work as being as natural as rest or play. (2) Men and women will exercise self-direction and self-control if they are committed to the objectives. (3) The average person can learn to accept, even seek, responsibility. (4) The ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of managers. Discussion note: The text notes that McGregor believed in Theory Y as a more adaptive managerial philosophy. From the standpoint of Maslow’s Hierarchy, Theory X focuses on lower level needs while Theory Y emphasizes higher level needs. Given that managers of both styles can be successful, you might wish to discuss the demand characteristics or self-fulfilling prophecy effects of managerial styles: people behave the way you expect/treat them.
- 2
- 4 Figure 1.1 illustrates how organizational behavior concepts and theories allow people to correctly understand, describe, and analyze the characteristics of individuals, groups, work situations, and the organization itself.