1. Week #1
MS-344 Organizational Behavior, DuBrin Chapter 1
Discussion:
What is Organizational Behavior?
. 1–1

2. The Meaning of Organizational Behavior
Organizational behavior (OB) is
the study of human behavior in the workplace,
the interaction between people and the
organization,
and the organization itself.
Organizational behavior’s major goals are to
explain, predict, and control behavior.
Compare Definitions
. 1–2

3. …the study of human behavior in the workplace,interaction between
people and the organization, and the organization itself.
…study of how employees work to …relationships and interactions
become assets of organization and how between different people with similar
leadership works to assist them in doing or different roles, inside the
so –SW organization, and their relationships
…study of the interaction between with outside stakeholders -AK
individuals and groups (may include
reactions) –JS …includes the way an enterprise
…study of people’s work habits, ethics, condones doing business. Ethics
and how people conduct their day-to-day are the guide – VR
tasks…how leaders can oversee work – …attitudes, customs and beliefs that
VK a company/organization holds – MF
…interactions between various …behavior that is expected for
employees within the organization… certain ways of business. The way
encompasses various levels of people think and act in an organized
management, chain of command within
organization and interactions between manner. The way corporations will
employees and their superiors –JB gear its thinking or actions toward
…actions taken by a group of people in other companies or people – JP
an organized way…pre-thought in order …way in which you function and
to have actions done at peak interact with fellow employees in a
performance of group - PB business setting – JK
…attitude and judgment of those
. within an organization –MB 1–3

4. OB Data Collection and Research Methods
Data collection methods
 Survey questionnaires
 Interviews
 Direct observation
Systematic observation
Participant observation
Researcher methods
 Case studies
 Laboratory experiments
 Field experiments (or studies)
 Meta-analysis
. 1–4

5. Benefits of Studying Organizational Behavior
Develop skills to function effectively in
the workplace.
Grow personally through insight into
human behavior.
Enhance overall organizational
effectiveness
Sharpen and refine common sense.
. 1–5

6. Key Developments in OB History
The Hawthorne Studies at Western Electric
 Originally intended as a study of the effects of
environmental changes on productivity.
 The Hawthorne Effect— the tendency of people
to behave differently (perform better) when they
receive attention.
 Key Findings
1. Economic incentives are less potent than generally believed.
2. Dealing with human problems is complicated and challenging.
3. Leadership practices and work-group pressures strongly
influence productivity, satisfaction, and performance.
4. Personal problems influence worker productivity.
5. Effective communication is critical to success.
6. Factors embedded in the social system influence behavior.
. 1–6

7. Key Developments in OB History
The Human Relations Movement
 Based on belief that managerial practices, morale,
and productivity are strongly linked and that the
proper working environment enhances worker
capabilities.
 Douglas McGregor
Theory X
– Managers assume people dislike work,
avoid responsibility, lack ambition,
and need close supervision.
Theory Y
– Managers assume people enjoy
work, accept responsibility,
are innovative, and are
self-controlling.
. 1–7

8. Key Developments in OB History
The Contingency Approach
 Emphasizes that there is no one best way to manage
people. Different situations require managers to
make decisions about which managerial methods
and approaches to use in a specific instance.
 Knowledge of organizational behavior and
management is essential to the examination of
individual and situational differences before
deciding a course of action.
. 1–8

9. Key Managerial Practices of Successful
Organizations
1. Employment security. 1. Extensive employee
2. High standards in training.
selecting personnel. 2. Reduction of status
3. Extensive use of self- differences between
managed teams and higher management and
decentralized decision other employees.
making. 3. Information sharing
4. Comparatively high among managers and
compensation based on other workers.
performance. 4. Promotion from within.
EXHIBIT Source: Jeffery Pfeffer, The Human Equation (Boston, MA: Harvard Business School Press, 1998),
pp. 64–98; Joanne Cole, Interview with Jeffery Pfeffer: “Putting People First,” HRFOCUS, April 1998,
1-1 pp. 11–12; Pfeffer, “Producing Sustainable Competitive Advantage through the Effective
Management of People,” Academy of Management Executive, February 1995, pp. 64–65.
. 1–9

10. A Model for Developing
Organizational Behavior Skills
Learner Uses
1. Conceptual knowledge
and behavior guidelines
2. Conceptual information and Skill Development
examples in Organizational
3. Experiential exercises Behavior
4. Feedback on skill
utilization
EXHIBIT
1-2
. 1–10

11. A Framework for Studying Organizational Behavior
Individual Level Groups and Interpersonal
Relations
Individual differences, mental
ability, and personality Interpersonal communication
Learning, perception, attitudes, Group dynamics and teamwork
values, and ethics Leadership
Individual decision making Power, politics, and influence
and creativity
Foundation concepts of motivation
Conflict, stress, and well-being
The Organizational System
and the Global Environment
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
EXHIBIT organizational behavior
1-3
. 1–11

12. Discussion:
Torpedoed Submarine Rolls
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