Type:
Solution Manual
Resource:
Behavior in Organizations
Edition:
10th Edition
Author(s):
Jerald Greenberg
Chapter 1: The Field of Organizational Behavior
1: The Field of Organizational Behavior Learning Objectives: 1. Define the concepts of organization and organizational behavior. 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. 5. Describe how the field of OB today is being shaped by the global economy, increasing racial and ethnic diversity in the workforce, and advances in technology. 6. Explain how people’s changing expectations about the desire to be engaged in their work and the need for flexibility in work have influenced the field of organizational behavior.
Chapter Overview This opening chapter presents the basic concepts of organizational behavior, including its historical background, relation to other disciplines, and adherence to the scientific method. The four fundamental characteristics and the two key assumptions of organizational behavior are highlighted. The organizational impacts of globalization, diversity, and technology are discussed in detail. The chapter closes with an analysis of the impacts of changing employee expectations regarding the workplace including the need for scheduling flexibility. Finally, a brief review of quality initiatives is provided.
Chapter Outline I. PREVIEW CASE: The Talented Chief of Taleo A. Suggested In-Class Discussion Questions: 1. How did Taleo’s problems help strengthen the company? 2. Does Michael Gregoire’s personal commitment to his employees change the environment at Taleo? 3. Why do you think studying OB is important?
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Instructor’s Manual: Behavior in Organizations II. ORGANIZATIONAL BEHAVIOR: ITS BASIC NATURE A. What Is the Field of Organizational Behavior All About? 1. Organizational behavior, as the name implies, is concerned with organizations and the behaviors of the people within those organizations. a. The Organization. A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives. b. Organizational Behavior. A multidisciplinary field that seeks knowledge of behavior in organizational settings by systematically studying individual, group, and organizational processes. 2. Four Central Characteristics of the Field: a. OB Applies the Scientific Method to Practical Managerial Problems. Organizational behavior utilizes the behavioral sciences (psychology and sociology especially) to scientifically develop a base of empirical knowledge. 1) The scientific method is based on systematic observation and measurement of the phenomenon of interest. Its use is a hallmark of the field of OB. 2) “Application” refers to the practical use of the theories, findings, and models of OB in the workplace by managers. This use of theory in real-world organizations is an important aspect of OB. b. OB Focuses on Three Levels of Analysis— Individuals, Groups, and Organizations. Organizational behavior cannot be explained by solely focusing on individuals. Groups, as well as the traits of the organizations themselves, have a strong bearing on the behavior of individuals in organizations. OB studies each level as well as the interactions among the levels.
Figure 1.1
c. OB Is Multidisciplinary in Nature. OB draws from a wide variety of academic fields because of the .
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Chapter 1: The Field of Organizational Behavior broad range of issues and activities that influences the study of people in organizations. This acceptance of such diverse views and techniques is one of the reasons why OB is such a powerful and growing field of study. d. OB Seeks to Improve Organizational Effectiveness and the Quality of Life at Work. OB has a stated goal of finding ways to make organizations more competitive in the global environment. Balancing that pragmatic goal is a more esoteric one: helping organizations create work environments that improve the lives of employees. 1) Theory X/Theory Y. This OB theory describes how a manager’s viewpoint of the nature of workers can influence the work environment that employees face. a) Theory X managers believe that people are inherently lazy, dislike work, need close supervision, and must be pushed to perform. This traditional approach to employees is less popular now than it once was. b) Theory Y managers think that people are naturally motivated and willing workers. They believe that people enjoy working, are self-motivated, and desire positions of increasing responsibility and achievement. This is the more prevalent viewpoint in modern organizations. B. Why Is It Important to Know About OB? 1. Strong Impact. OB theory and practice make a great difference in the world of work for both individual workers and organizations. 2. Effectiveness. OB can improve the performance of workers, and therefore, taken together, that of firms. Specifically, OB has shown that: a. Accurate performance appraisals lead to lower costs and higher productivity. b. Worker satisfaction increases workplace harmony and decreases turnover. .3
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Instructor’s Manual: Behavior in Organizations c. Proper team formation and team building can increase productivity. d. Workers who believe they have been treated fairly are less likely to steal or create disruptions in the workplace. e. Mistreated employees have more mental and physical illness, resulting in lower productivity. f. Firms that treat their employees well are (on average) twice as profitable as the S&P 500. g. People-oriented firms are more profitable. 3. OB is everyone’s job in an organization. The more an individual knows about OB, the greater the likelihood of his or her success in a firm. III. OB’S TWO FUNDAMENTAL ASSUMPTIONS A. OB Recognizes the Dynamic Nature of Organizations. 1. OB Is Concerned with Organizations. The structure, environmental interaction, and conditions for change in an organization are all important areas of OB study. 2. Organizations Are Open Systems. Open systems are self-sustaining systems that use energy to transform resources from the environment (such as raw materials) into some form of output (for example, a finished product). B. OB Assumes There Is No “One Best” Approach. 1. The Contingency Approach. Because each organization and situation is unique, OB scholars embrace an orientation that recognizes that behavior and work settings are the complex result of many interacting forces. 2. There Are No “Hard-And-Fast” Rules in OB. IV. OB THEN AND NOW: A CAPSULE HISTORY A. The Early Days: Scientific Management and the Hawthorne Studies. Studies in the early days of OB theory
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Figure 1.3