ppt01 history of o.b

7/29/2019 Ppt01 History of O.B

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Microsoft PowerPoint Presentation to Accompany

Organizational

BehaviorSEVENTH EDITION

Gregory Moorhead and Ricky W. Griffin


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Chapter 1

An Overview ofOrganizational Behavior


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Copyright by Houghton Mifflin Company. All rights reserved. 3

Learning Objectives

Describe the field of organizational behavior andexplain its importance.

Trace the historical roots of the field oforganizational behavior.

Discuss the emergence of contemporaryorganizational behavior, including its precursors,the Hawthorne studies, and the human relationsperspective.

Explain the characteristics and concepts ofcontemporary organizational behavior.

Identify and discuss contextual perspectives onorganizational behavior.


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The Meaning of OrganizationalBehavior

Organizational Behavior (OB)

The study of human behavior in organizationalsettings, the interface between human behavior

and the organization, and of the organizationitself.

The Importance of Organizational Behavior

People as organizations People as resources

People as people


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Figure 1.1 The Nature of Organizational Behavior


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The Historical Roots ofOrganizational Behavior

Scientific Management Era (early 1900s)

Frederick W. Taylor

Studied the efficiency and productivity of individual workers.

Systematically studied jobs to eliminate soldiering.

Promoted standardized job performance methods.

Implemented piece-rate based incentive pay systems.

Taylors innovations boosted productivity markedly.

Other Pioneers

Frank and Lillian Gilbreth

Henry Gantt

Harrington Emerson


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Scientific Management

Positive Attributes Facilitated job specialization and mass production.

Demonstrated to managers their role in enhancingperformance and productivity.

Negative Attributes Labor opposed scientific management because its

explicit goal was to get more output from workers.

Critics argued that Taylors methods and ideas would

dehumanize the workplace and reduce workers to littlemore than drones.

Theorists later argued that Taylors views of employeemotivation were inadequate and narrow.


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The Historical Roots ofOrganizational Behavior

Classical Organization Theory

This perspective was concerned with

structuring organizations effectively. Whereas scientific management studied how

individual workers could be made moreefficient, organization theory focused on how alarge number of workers and managers couldbe organized most effectively into an overallstructure.


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Major Contributors to ClassicalOrganization Theory

Henri Fayol

French executive and engineer.

Lyndall Urwick British executive.

Max Weber

German Sociologist.

Proposed a bureaucratic form of structure based onlogic, rationality, and efficiency that was assumed to bethe most efficient (universal) approach to structuringfor all organizations.


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Table 1.1 Elements of Webers Ideal Bureaucracy


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The Emergence of OrganizationalBehavior

Legacy of Scientific Management and ClassicalOrganizational Theory Rationality, efficiency, and standardization were the

central themes of both scientific management andclassic organization theory.

The roles of individuals and groups in organizationswere either ignored or given onlyminimal attention.

The Hawthorne Studies (19271932) Focused attention on the role of human behavior in theworkplace.

Led directly to the emergence of organizationalbehavior as a field of study.


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The Hawthorne Studies19271932

Involved two studies conducted by Elton Mayo atWestern Electrics plant near Chicago: The effects of lighting on productivity.

The effectiveness of a piecework incentive system.

The studies yielded surprising results: In the lighting study, productivity went up because the

workers were singled out for special treatment.

In the incentive system experiment, social pressures

caused the workers to vary their work rates.As a result of the Hawthorne studies, researchers

concluded that the human element in the workplacewas more important than previously thought.


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The Emergence of OrganizationalBehavior

The Human Relations Movement

People respond primarily to their social environment.

Motivation depends on social, not economic needs.

Satisfied employees work harder than dissatisfiedemployees.

Douglas McGregor Theory X and Theory Y

Abraham Maslow Hierarchy of needs

Toward Organizational Behavior: The Value ofPeople

Organizational behavior reached maturity as a field ofstudy in the late 1950s .


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Table 1.2 Theory X and Theory Y


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Contemporary OrganizationalBehavior

Characteristics of the FieldAn Interdisciplinary Focus

Synthesizes psychology, sociology, anthropology,political science, economics, engineering, and

medicine.A Descriptive Nature

OBs primary goal is describing the relationshipbetween behavioral variables (e.g., pay satisfaction

and job performance). OB cannot predict with certainty due to:

Immaturity of the OB field.

The complexities of studying human behavior.

Lack of universally established definitions and measures.


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Figure 1.2 BasicConcepts of the Field:

The Framework forUnderstanding

Organizational Behavior


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Contextual Perspectives onOrganizational Behavior

The Systems Perspective

A system is an interrelated set of elements that

function as a whole.The Systems Approach

Provides a framework for understanding how

the elements of an organization interact amongthemselves and with their environment.


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The Universal Perspective

Suggests that whenever a manager encountersa problem, a universal approach exists that willlead to the desired outcome.

The Contingency Perspective

Suggests that whenever a manager encounters

a problem, the approach to use is contingenton other variables.


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Figure 1.3 The Systems Approach to Organizations


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Interactionalism: People and Situations First presented in terms of interactional

psychology, this view assumes that individual

behavior results from a continuous andmultidirectional interaction between thecharacteristics of the person and thecharacteristics of the situation.

Interactionalism attempts to explain howpeople select, interpret, and change varioussituations


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Figure 1.4 Universal versus Contingency Approach


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Contemporary Applied Perspectives

*You are what you read Martha Finney, business writer

Ouchi Theory Z

Peters and Waterman In Search of Excellence

Deal and Kennedy Corporate Cultures Senge The Fifth Discipline

Covey The Seven Habits of Highly Effective People

Porter The Competitive Advantage of Nations

Adams Dilbert

* Reference: Martha Finney, Books That Changed Careers,HRMagazine, June1997, p.141

ppt01 history of o.b

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