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CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR A Breakthrough View on Management? Ten policies and practices to adopt to change the culture and increase employee productivity: – – – – – Incentive pay Employee ownership Employment security Selective recruiting Competitive wages – Information sharing – Participation & empowerment – Cross-training – Promoting from within – Self-managed teams What is Organizational Behavior? • A relatively new field of inquiry concerned with scientific study of behavioral processes that occur in work settings • Encompasses topics like employee attitudes, motivation, and performance • Extends to larger organizational and societal factors What is Organizational Behavior? (cont.) • OB borrows from behavioral and social sciences such as psychology, sociology, political science, and anthropology. • Most of what is borrowed comes from psychology (Maslow, Herzberg, Skinner). Why Bother? Or, Three Reasons for Studying Organizational Behavior • Practical applications • Personal growth • Increased knowledge Organizational Behavior • Systematic study of the behavior and attitudes of both individuals and groups within organizations Organizational Theory • Focuses on organization as the unit of analysis e.g. organizational goals, technology, and culture • Macro level perspective (across organizational approach) • Uses distinctly different research methods, mostly surveys and case studies Fields Related to OB • Human Resource Management • Organizational Development Human Resource Management • Applies principles of behavioral sciences in the workplace • Concerned with applied techniques and behavioral technology • Links the individual and the organization by designing systems to attract, develop, and motivate individuals within an organization Organizational Development • Involved in the introduction of successful changes in organizations • Macro perspective • Focuses on changing structure and changing values of organization Emergence of OB Historical View • • • • Scientific Management Human Relations Approach Contingency Approach Culture-Quality Movement Scientific Management • Developed by Frederick Taylor • Detailed analysis of tasks and time-andmotion studies • Piece-rate pay schemes to improve productivity • “One best way” to perform task Criticisms of Scientific Management • Lots of work and time involved to arrive at standards • Workers resist having their effort and productivity measured • Workers oppose changes in pay schemes Example of Pay Scheme • Schmidt, a pig-iron handler • Hauled pig-iron • Increased output by 280%, yet pay increased only 61% • Taylor believed inequity was justified because management was entitled to substantial profits Human Relations Approach • Emphasized importance of motivation and attitudes in explaining worker behavior • Drew strength from Hawthorne Studies (important because social factors influence worker behavior) Human Relations Approach (cont.) • Important studies and aspects of this approach – – – – Relay Assembly Room Study Hawthorne Effect Conclusion Problem Relay Assembly Room Study • Objective was to determine what effect changes in work setting would have on women’s productivity • Introduced various different changes: rest periods, free lunch, shortened work day, five day work week, variations in pay method Relay Assembly Room Study (cont.) • All changes followed an upward trend in productivity over the course of the study. Hawthorne Effect • People will act differently when being studied than they do in normal situations. Conclusions • Social effects on the work setting are very important to employees. Problem • Assumes that workers who are satisfied will be more productive • Has never been proven Contingency Approach • Acknowledges the difficulty of offering simple general principles to explain or predict behavior in organizational settings • Seeks to identify the factor necessary for a given principle to hold • Recognizes interdependency Culture/Quality Movement • Quick interest in corporate culture and quality improvement • Emphasizes quality, service, high performance, and flexibility • Productivity and financial returns are enhanced Challenges Confronting Managers in the 21st Century • Workforce diversity • Contingent workers • Expression of emotions at work Workforce Diversity • One major conclusion of the Work Force 2000 study was that a large proportion of the new entrants to the labor force for the near future will be from demographic categories other than that of white males. • Many managers still face the challenge of how diversity should be specifically “managed”. Contingent Workers • The use of contingent, or temporary workers, is surging. – Over 400% percent in the past 15 years • The superficial advantages to employers are greater flexibility and savings on perks. Contingent Workers (cont.) • However, it is not at all clear that many temps benefit from the supposed “gateway” opportunity that contingent employment may offer. • A major concern for managers is how to effectively manage employees who do not have a sense of commitment or loyalty to their employer. The Expression of Emotions at Work • Evidence of this growing tendency is given by data on the rise of workplace violence. – Murder in the workplace is the fastest growing of homicides. – The increase in hate crimes in society in general has been also spreading into the workplace. The Expression of Emotions at Work (cont.) • Factors that contribute to greater violence at work include: failure to screen for unstable applicants, mediocre supervision that fails to manage potential conflict, and perceived inequities. • The propensity to act on strong positive emotion is also an emerging challenge for managers. The Expression of Emotions at Work (cont.) – Workplace romances – There is a growing concern with the misuse of power in the work place: instances of sexual harassment Criticisms of the Field • Findings in field are too obvious – Reading in results of studies – Findings are self-evident to anyone – Hindsight Bias (the tendency to claim that we would have foreseen the relative inevitability of an outcome)