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Chapter 1 Organizational Behavior and Management 7 FIGURE 1-1 What Is Organizational Behavior? Organizational behavior Provides a set of tools that allow: People to understand, analyze, and describe behavior in organizations Managers to improve, enhance, or change work behaviors so that individuals, groups, and the whole organization can achieve their goals all the other stores in the nationwide Neiman Marcus chain) has the goals of being profitable by selling customers unique, high-quality clothes and accessories and providing excellent service. As you can see, these goals are interrelated. By being helpful to customers, the salesperson’s behavior contributes to attaining (1) his personal sales goal, (2) the department’s goal of never keeping customers waiting, and (3) the organization’s goals of being profitable and providing excellent service. Recall from the <strong>chapter</strong>-opening case that Schlumberger’s goal is to attract customers by providing them with innovative, high-quality technical products. To achieve this goal, Euan Baird has had to find ways to use new information technology to speed the development of new products while keeping quality high. Schlumberger has been improving its ability to achieve these goals because of the way Baird encourages his employees to work hard and well and because of his concern for finding the right way to motivate and reward them. A key challenge for all managers, and one that we address throughout this book, is how to encourage organizational members to work effectively for their own benefit, the benefit of their work groups, and the benefit of their organization. How does Baird try to meet this challenge? He requires workers to work hard individually and in virtual teams to meet their goals, and he ensures that workers benefit directly from their hard work by recognizing their individual and group achievements. Now that change is becoming a way of life for many organizations, it is extremely important for managers to be constantly on the alert to find new ways to motivate and coordinate employees to ensure that their goals are aligned with organizational goals. Levels of Analysis Our examples of how managers can use organizational behavior tools to understand and alter behavior signal the three levels at which organizational behavior can be examined: the individual, the group, and the organization as a whole. A full understanding of organizational behavior is impossible without a thorough examination of the factors that affect behavior at each level. Much of the research in organizational behavior has focused on the way in which the characteristics of individuals (such as personality and motivation) affect how well people do their jobs, whether they like what they do, whether they get along with the people they work with, and so on. In Chapters 2 through 9 we examine individual characteristics that are critical for understanding and managing behavior in organizations: personality and ability, attitudes and values, perception and attribution, learning, motivation, and stress and work-life linkages (see Figure 1.2).
8 Chapter 1 Organizational Behavior and Management Understanding and managing organizational behavior requires studying Individuals in organizations Chapter 2 Individual differences: Personality and ability Chapter 3 The experience of work: Values, attitudes, and moods Chapter 4 Perception, attribution, and the management of diversity Chapter 5 Learning in organizations Chapter 6 The nature of work motivation Chapter 7 Motivation tools I: Job design and goal setting Chapter 8 Motivation tools II: Performance appraisal, pay, and careers Chapter 9 Stress and work-life linkages Groups and organizational processes Chapter 10 The nature of work groups and teams Chapter 11 Effective work groups and teams Chapter 12 Leadership Chapter 13 Communication Chapter 14 Decision making Intergroup relations and the organizational context Chapter 15 Organizational structure and culture Chapter 16 Determinants of organizational structure and culture Chapter 17 Managing global organizations Chapter 18 Power, politics, and conflict Chapter 19 Organizational change and development FIGURE 1.2 Components of Organizational Behavior Group Two or more people who interact to achieve their goals. Team A group in which members work together intensively to achieve a common group goal. The effects of group characteristics and processes (such as communication and decision making) on organizational behavior also need to be understood. A group is two or more people who interact to achieve their goals. A team is a group in which members work together intensively to achieve a common group goal. A virtual team is a group whose members work together intensively via electronic means and who may never actually meet. The number of members in a group, the type and diversity of team members, the tasks they perform, and the attractiveness of a group to its members all influence not just the behavior of the group as a whole but also the behaviors of individuals within the group. For example, a team can influence its members’ decisions on how diligently they should do their jobs or how often they are absent from work. Chapters 10 through 14 examine the ways in which groups affect their individual members and the processes involved in group interactions such as leadership, communication, and decision making. Many studies have found that characteristics of the organization as a whole (such as the design of an organization’s structure and its culture) have important effects on the behavior of individuals and groups. An organization’s structure controls how people and groups cooperate and interact to achieve organizational goals. The principal task of organizational structure is to encourage people to work hard and coordinate their efforts to ensure high levels of organizational performance. An organization’s culture controls how the individuals and groups interact with each other and with people (such as customers or suppliers) outside the organization. Organizational culture also shapes and controls the attitudes and behavior of people and groups within an organization and influences their desire to work toward achieving organizational goals. Chapters 15 through 19 examine the way organizational structure and culture affect performance and also examine
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chapter - Pearson

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