The Field of Organizational

Behavior

Chapter 1

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

2. Describe the field of organizational behavior’s

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.

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 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.

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 Organization

A structured social system consisting of groups

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

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 OB Field Characteristics

 Applies scientific method to managerial problems

 Studies individuals, groups, and organizations

 Multidisciplinary in nature

 Enhances organizational effectiveness and

individual well-being

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 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

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Three Levels of Analysis

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 Multidisciplinary Roots
 Psychology
 Sociology
 Anthropology
 Political science
 Economics
 Management science

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

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 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

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Fundamental Assumptions
Dynamic Nature of Organizations
Open Systems Model

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 Fundamental Assumptions

No “One Best”
Contingency Approach

Behavior
Contingent upon certain conditions

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 OB History

 Scientific management
• Efficient design of jobs

 Human relations movement

• Hawthorne studies

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

 OB as a social science

 The Infotech age

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

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 Prominent Trends
Increasingly Diverse Workforce

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 Prominent Trends
Responding to Technology Changes

 Leaner organizations creation

• Downsizing
• Outsourcing

 Virtual organization creation

 Increasing telecommuting use

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 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

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 Prominent Trends
Responding to Changing Expectations

 The quality revolution

• Total quality management
• Benchmarking
• Malcolm Baldridge quality award

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