Organizational behavior: modern organization

This chapter is related to organizational behavior introduction

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Lecture 1
ORGANIZATIONAL
BEHAVIOUR TODAY

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ORGANIZATIONAL BEHAVIOUR INVOLVES
TWO DISTINCT FEATURES:
Interdisciplinary
Explanatory

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4. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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WHY STUDY ORGANIZATIONAL BE HAVIOUR?
•Most jobs contain a technical and people oriented dimension
•Career development is a competitive process involving
•Colleagues and selective processes
•Organizational change is ever present
•Organizations are complex, dynamic places

5. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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HOW TO STUDY ORGANIZATIONAL BEHAVIOUR
•Get involved
•Consider all the organizations that you have been involved
with
•Think about all of the jobs that you have done
•Think about the movies , books and games that involve jobs
•Integrate all your experience and reading about organizations

6. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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7. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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8. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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RESEARCH AND ORGANIZATIONAL
BEHAVIOUR
Level of research can be:
–Individual
–Group
–Managerial
–Organizational
–Societal

9. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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A FIRST LOOK AT ORGANIZATIONS

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DEFINITIONS OF AN ORGANIZATION:
A. “Organizations are collections of people working together
in a co-ordinated and structured fashion to achieve one or
more goals” -Barney & Griffin (1992, p.5)
B. “Organizations are “consciously created arrangements to
achieve goals by collective means” -Thompson & McHugh
(1995, p.3)
C. “Organization: a social arrangements for achieving
controlled performance in pursuit of collective goals” -
Huczynski & Buchanan (2001, p.884)

11. For use withMARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
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•A manager acting on behalf of an absentee owner
•A manager acting as the agent of the owner
•Acting in loco-parentis
•Stakeholders
A FIRST LOOK AT MANAGEMENT

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The two major differences identifiable in
management activity:
•Level
•Job

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MANAGEMENTCONTAINS THREE MAIN
FUNCTIONS:
•Direction or strategy
•Resources need to be provided and managed
•People management –employees responsible to the
manager actually achieve the organizational objectives

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THE MANAGEMENT OF ORGANIZATIONS
1. Why organizations need managers
2. Why managers need organizations
3. Factors that create a reciprocal need between managers
and organizations
•Careers
•Status/Power
•Work Preference
•Self Interest
•Lifestyle
•Expectation

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A FIRST LOOK AT EMPLOYEES
•One of a number of stakeholders
•Managers are also employees
•Traditional view was that employees ‘did’ while managers ‘thought’
•Master and servant
•Compliance vs commitment

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CHALLENGES FACING ORGANIZATIONS
1. Evolutionaryand revolutionary change
2. PESTLE Analysis (Johnson & Scholes 1999)
•Political
•Economic
•Social/cultural
•Technological
•Legal
•Environmental/ethicalFor use with Organizational Behaviour, Second Edition Copyright © John Martin 2001. ISBN 1-86152-583-4