Human Behavior in Organizations

    ORGANIZATIONAL BEHAVIOR IN CHANGING TIMES

 

LEARNING OBJECTIVES

After reading this chapter, you should be able to do the following:

1.          Define organizational behavior.
2.          Identify six interdisciplinary contributions to the study of organizational behavior.
3.          Identify the important system components of an organization.
4.          Describe the formal and informal elements of an organization.
5.          Understand the diversity of organizations in the economy, as exemplified by the six focus organizations.
6.          Recognize the challenge of change for organizational behavior.
7.          Demonstrate the value of objective knowledge and skill development in the study of organizational behavior.

 

CHAPTER OUTLINE

Chapter 1 contains four major sections.  The four sections are “Human Behavior in Organizations,” “The Organizational Context,” “The Challenge of Change,” and “Learning About Organizational Behavior.”

Section One:   “Human Behavior in Organizations”

Section one contains information that supports Learning Objectives 1 and 2. Objective 1 focuses on the definition of the term organizational behavior, while the focus of Objective 2 is on identifying six interdisciplinary contributions to the study of organizational behavior.

Section one begins with a definition of organizational behavior. As defined in the book, organizational behavior is the study of individual behavior and group dynamics in organizational settings.

Section one also includes some discussion regarding the theories and models of human behavior. One category has an internal perspective, and the other has an external perspective. The internal perspective considers factors inside the person to understand behavior. The external perspective focuses on factors outside the person to understand behavior.

In addition, section one includes information regarding six interdisciplinary contributions to the study of organizational behavior. (1) Psychology refers to the science of human behavior.  (2) Sociology refers to the science of society.  (3) Engineering refers to the applied science of energy and matter.  (4) Anthropology refers to the science of the learned behavior of human beings.  (5) Management refers to the study of overseeing activities and supervising people in organizations.  (6) Medicine refers to the science of healing or treatment of diseases to enhance an individual’s health and well-being.

Section Two:   “The Organizational Context”

Section two contains information that supports Learning Objectives 3, 4, and 5.  Objective 3 focuses on identifying the important system components of an organization. The focus of Objective 4 is on

describing the formal and informal elements of an organization, while the focus of Objective 5 is on understanding the diversity of organizations in the economy, as exemplified by six focus organizations.

Section two begins with a basic framework for understanding organizations.  This is accomplished through a discussion of four internal components of organizational systems.  (1) Task refers to an organization’s mission, purpose, or goal for existing.  (2) People refers to the human resources of the organization.  (3) Technology refers to the wide range of tools, knowledge, and/or techniques used to transform the inputs into outputs.  (4) Structure refers to the manner in which an organization’s work is designed at the micro level, as well as how departments, divisions, and the overall organization are designed at the macro level.

In addition, section two also contains descriptions of the formal and informal elements of organizations.  Formal organization refers to the official, legitimate, and most visible aspects which cause people to think of organizations in logical and rationale ways (i.e., job titles and descriptions).  Informal organization refers to the unofficial and less visible aspects of organizations (i.e., the “grapevine”).

Section two also includes, through a description of six focus organizations, information that helps us understand the diversity of organizations in the economy.  Among the six organizations highlighted are: Harley-Davidson—founded in 1903; Enron–a relatively-young company that is a world leader in electricity, natural gas, and communication; and the American Heart Association–a not-for-profit organization founded in 1924.

Section Three:   “The Challenge of Change”

Section three contains information in support of Objective 6.  The focus of Objective 6 is recognition of the challenge of change for organizational behavior.

Section three begins with the acknowledgment that change always poses challenges for people and organizations.  Furthermore, too much change often leads to chaos, whereas too little change leads to stagnation.  In other words, some change is good as long as it is dispensed in the right quantity at a reasonable pace!

Increased international competition is considered to be the leading force driving change at work.  The international competition in the automotive industry between the Japanese, U.S., and European car companies embodies the intensity that can be expected in other industries in the future.

Section three also includes some discussion regarding how high quality products and services are becoming an expectation of customers.  And since customers’ needs and expectations are always changing, organizations must embrace this form of change through their products, services, and actions.

Finally, we are reminded that enhancing quality to meet international competition during changing times is challenging for at least four reasons.  They are (1) the increasing globalization of organizations’ operating territory, (2) the increasing diversity of organizational workforces, (3) continuing technological innovation with its companion need for skill enhancement, and (4) the continuing demand for higher levels of moral and ethical behavior at work.

Section Four:   “Learning About Organizational Behavior”

Section four contains information that supports Objective 7.  The focus of Objective 7 is on the ability to demonstrate the value of objective knowledge and skill development in the study of organizational

behavior.  More specifically, the terms objective knowledge and skill development are defined and discussed at length.

Learning about organizational behavior is described as being a multidimensional activity requiring the mastery of a certain body of objective knowledge.  (Objective knowledge refers to the knowledge that results from the research and scholarly activities.)  The study of organizational behavior also requires skill development and the mastery of abilities essential to successful functioning in organizations.  (Skill development refers to the mastery of abilities essential to successful functioning in organizations.)

 

KEY TERMS

Organizational Behavior.  The study of individual behavior and group dynamics in organizations.  (See page 4.)

Change.  The transformation or modification of an organization and/or its stakeholders.  (See page 5.)

Challenge.  The call to competition, contest, or battle.  (See page 5.)

Psychology.  The science of human behavior.  (See page 6.)

Sociology.  The science of society.  (See page 7.)

Engineering.  The applied science of energy and matter.  (See page 7.)

Anthropology.  The science of the learned behavior of human beings.  (See page 7.)

Management.  The study of overseeing activities and supervising people in organizations.  (See page 7.)

Medicine.  The applied science of healing or treatment of diseases to enhance an individual’s health and well-being.  (See page 8.)

Task.  An organization’s mission, purpose, or goal for existing.  (See page 9.)

People.  The human resources of the organization.  (See page 9.)

Structure.  The manner in which an organization’s work is designed at the micro level, as well as how departments, divisions, and the overall organization are designed at the macro level.  (See page 9.)

Formal Organization.  The official, legitimate, and most visible part of the system.  (See page 10.)

Informal Organization.  The unofficial and less visible part of the system.  (See page 10.)

Hawthorne Studies.  Studies conducted during the 1920s and 1930s that discovered the existence of the informal organization.  (See page 10.)

Total Quality Management (TQM).  The total dedication to continuous improvement and to customers so that the customers’ needs are met and their expectations exceeded.  (See page 17.)

Objective Knowledge.  Knowledge that results from research and scholarly activities.  (See page 19.)

Skill Development.  The mastery of abilities essential to successful functioning in organizations.  (See page 20.)

 

TEST YOURSELF

Multiple Choice Questions

 1.        The study of individual behavior and group dynamics in organizational settings is called:

1.          organizational structure.
2.          organizational dynamics.
3.          organizational systems.
4.          organizational behavior.

1.          The science of human behavior is called:

            A.        organizational behavior.
B.        psychology.
C.        sociology.
D.        management.

1.          Management is the:
1.          applied science of energy and matter.
2.          science of human behavior.
3.          science of society.
4.          study of overseeing activities and supervising people in organizations.

 

1.          __________________ refers to the manner in which an organization’s work is designed at the micro level, as well as how departments, divisions, and the overall organization are designed at the macro level.
1.          Task
2.          Structure
3.          People
4.          Technology

1.          Which one of the following choices is an example of an informal organization?
1.          the grapevine
2.          job titles
3.          employee evaluations
4.          job descriptions

 

1.          Of the six organizations highlighted in chapter one as examples of diversity of organizations, which one of the following is the oldest?
1.          American Heart Association
2.          Hewlett-Packard
3.          Harley-Davidson
4.          Enron

1.          Of the six organizations highlighted in chapter one as examples of diversity of organizations, which one is not only the youngest, but also reports the largest amount of revenue?
1.          Harley-Davidson
2.          Enron
3.          Brinker International
4.          Patagonia

 

1.          Too much change in organizations typically results in:
1.          chaos.
2.          good employee morale and productivity.
3.          low employee absenteeism and turnover.
4.          stagnation.

 

1.          Which one of the following choices is considered to be the leading force driving change in the workplace?
1.          increasing diversity of organizational workforces
2.          continuing demand for higher levels of moral and ethical behavior at work
3.          continuing technological innovation
4.          increased global competition

1.         Which one of the following major managerial/organizational challenges has the greatest “skill enhancement” requirement?
1.          increasing diversity of organizational workforces
2.          continuing demand for higher levels of moral and ethical behavior at work
3.          continuing technological innovation
4.          increased global competition

 

1.         The mastery of abilities essential to successful functioning in organizations is called:
1.          formal knowledge.
2.          skill mastery.
3.          objective knowledge.
4.          skill development.

1.         Which one of the following choices typically requires structured practice and feedback in order to acquire it?    
1.          knowledge
2.          skills
3.          both
4.          neither

 

True/False Questions

At the end of each of the following statements, write the letter T if you believe the statement to be true, or F if you believe the statement to be false.

1.    The category of theories and models of human behavior that focus on factors outside the person to

      understand behavior have an internal perspective.

2.   Organizational behavior refers to the science of the learned behavior of human beings.

1. There is a direct relationship between most managers’ ability to manage effectively and the knowledge gained from the study of individual behavior and group dynamics in organizational settings which is known as organizational behavior.

 

1. The component of organizational systems thatrefers to an organization’s mission is called the            task.

1. Harley-Davidson made a celebrated financial turnaround in the late 1980s in response to stiff competition from German motorcycle manufacturers.

 

1. Technological innovation is now a more important component of organizational systems than the human resources of organizations.

1. Job titles and job descriptions are components of the formal organization.

 

1. Since most people in the U.S. workforce are threatened by change, organizations are advised to introduce very little change.

1. Continuing technological innovation is considered to be the leading force driving change in the U.S. workplace.

 

1. Skill development refers to the mastery of abilities essential to successful functioning in organizations.

 

Short Answer Questions

Write your response in the space below each question.

1.         Describe briefly how psychology and management contribute to the study of organizational behavior.

 

 

 

 

2.         Discuss two advantages typically realized by organizations with diverse workforces.

 

 

 

 

3.         Discuss why it is typically good for organizations to be dealing with a “balanced amount of change.”

 

 

 

Fill-In/Matching Questions

Fill in the blank space in each question below with the appropriate term found in the following list of words.

Organizational Behavior              Change                Challenge                    Management
Structure                              Informal Organization                               Formal Organization

1.         ____________________ is the study of overseeing activities and supervising people in organizations.

2.         ____________________ refers to the unofficial and less visible aspects of organizations.

3.         The study of individual behavior and group dynamics in organizational settings is called ____________________.

4.         ____________________ refers to the transformation or modification of an organization and/or its stakeholders.

5.         The call to competition, contest, or battle is ______________________.

6.         _________________________ refers to the official, legitimate, and most visible aspects which cause people to think of organizations in logical and rationale ways.

7.         The manner in which an organization’s work is designed at the micro level, as well as how departments, divisions, and the overall organization are designed at the macro level is referred to as ________________________.