hbo ch1

• Organizational Behavior is the study of individuals and groups in organizations
• George and Jones defined organizational behavior as the study of factors affecting how individuals and groups act in organizations and how organizations manage their environments
• Kreitner and Kinicki described organizational behavior as an interdisciplinary field dedicated to better understanding and managing people at work
• Organizational behavior aims to increase organizational job performance and considers organizations and human resources critical to success
• Studying organizational behavior helps supervisors relate to individuals in the organization, make accurate pronouncements about motivating and coordinating individuals and resources, and achieve organizational goals
• Organizational behavior concepts and theories help people correctly comprehend, define, and evaluate situations
• Supervisors who understand organizational behavior can comprehend why employees are satisfied or unsatisfied with their jobs and why some workers are more productive than others
• Uses of Organizational Behavior Theories and Concepts:

  • Provides theories and concepts about people's behavior in organizations
  • Helps progress behavior to better achieve targets and objectives
• Supervisors accomplish their work through employees, strategize, decide, budget, and oversee work to achieve common goals
• Present and future supervisors must develop the capability to manage the most important resource of an organization - PEOPLE
• Mintzberg classified supervisors' activities into interpersonal, informational, and decisional roles
• Interpersonal roles involve ceremonial and symbolic duties like figurehead, leader, and liaison
• Informational roles include gathering, receiving, and transmitting data as a receiver, disseminator, and spokesman
• Decisional roles are crucial for achieving organizational goals through decision-making
• Organizational behavior evolved from industrial and social psychology, expanding from an industrial business view to a broader application of behavioral theories
• The Human Relations Movement emphasized the "human" component of organizations, focusing on better employee relations and working conditions
• Total Quality Management (TQM) principles have practical applications for managing people and have influenced organizations worldwide
• Total Quality Management (TQM) principles have practical applications for managing people and have influenced the management of organizations worldwide
• An organizational culture known as total quality management emphasizes learning, ongoing development, and customer satisfaction
• Achieving customer satisfaction through an integrated system of tools, procedures, and training defines the organization's culture in TQM
• Every person contributes to and learns from TQM, leading to constant improvement in product and service quality
• The Contingency Approach:

  • Uses management tools and techniques based on "exigency factors" in uncertain and unstable environments
  • Supervisors adapt their management tactics to the specific circumstances at hand
• Models of Organizational Behavior:

  1. The Autocratic Model:

  • Formal and official managerial approach where employees must follow authority
  • Management is always right, and employees are not allowed to decide, only to follow
• 2. The Custodial Model:

  • Employees depend on the organization for safety and welfare
  • Employees are not dependent on supervisors for salaries, but on the organization
• 3. The Supportive Model:

  • Focuses on leadership and creating an atmosphere that encourages employee growth and creativity
  • Employees' accomplishments contribute to the organization's success
• 4. The Collegial Model:

  • Allows more freedom for job performance
  • Builds a sense of partnership between workers and the organization
  • Supervisors are seen as collaborators rather than just supervisors
• Nature of Managerial Work:

  • Identified by Henry Mintzberg as having three primary roles: interpersonal, decisional, and informational
  • Involves coordinating the work of individuals, groups, and organizations through planning, organizing, leading, and controlling
• Four Organizational Functions:

  A. Planning Effective Performance:

  • Involves identifying objectives and the best ways to achieve them
  • The outcomes of planning activities give a sense of the goals the organization aims to achieve
• B. Organizing Effective Performance:

  • Involves preplanned actions in an order of responsibilities and power
  • Includes defining job authority and obligation, and selecting departments
• C. Leading Effective Performance:

  • Requires frequent interactions with individuals and teams
  • Involves understanding and influencing people towards shared objectives
• D. Controlling Effective Performance:

  • Involves ensuring actual results match intended results
  • Supervisors exercise control to determine if anticipated results are achieved
• Organizational Behavior is the study of individuals and groups in organizations
• It involves understanding how individuals and groups act in organizations and how organizations manage their environments
• Organizational Behavior is concerned with how supervisors interact with and manage employees in the workplace
• Organizational Behavior aims to increase organizational job performance
• Organizations and human resources are critical factors in an organization's success or failure
• Studying Organizational Behavior helps supervisors relate with other individuals in the organization
• It helps supervisors make accurate pronouncements about motivating and coordinating individuals and resources to accomplish the organization’s goals
• Organizational Behavior concepts and theories help supervisors understand employee satisfaction, job performance, and retention
• Supervisors who understand Organizational Behavior appreciate that different individuals respond differently to procedures or conditions