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S U M M A R Y Chapter 1 Organizational Behavior and Management 31 Organizational behavior is a developing field of study, and researchers and managers face new challenges to their understanding of and ability to manage work behavior. In this <strong>chapter</strong>, we made the following major points: 1. Organizational behavior is the study of factors that affect how individuals and groups respond to and act in organizations and how organizations manage their environments. Organizational behavior provides a set of tools—theories and concepts—to understand, analyze, describe, and manage attitudes and behavior in organizations. 2. The study of organizational behavior can improve and change individual, group, and organizational behavior to attain individual, group, and organizational goals. 3. Organizational behavior can be analyzed at three levels: the individual, the group, and the organization as a whole. A full understanding is impossible without an examination of the factors that affect behavior at each level. 4. A significant part of a manager’s job is to use the tools of organizational behavior to increase organizational effectiveness—that is, an organization’s ability to achieve its goals. Management is the process of planning, organizing, leading, and controlling an organization’s human, financial, material, and other resources to increase its effectiveness. Managers perform their functions by assuming 10 types of roles. Managers need conceptual, human, and technical skills to perform their organizational functions and roles effectively. 5. Five challenges face those seeking to manage organizational behavior: how to use information technology to enhance creativity and organizational learning, how to use human resources to gain a competitive advantage, how to develop an ethical organization, how to manage a diverse workforce, and how to manage organizational behavior as an organization expands internationally. ■ TAKE IT TO THE NET For further information on other relevant topics, visit the George/Jones Web site: www.prenhall. com/george
ORGANIZATIONAL BEHAVIOR IN ACTION ■ QUESTIONS FOR DISCUSSION AND ACTION 1. Why is a working knowledge of organizational behavior important to managers? How can such information increase a manager’s effectiveness? 2. Why is it important to analyze the behavior of individuals, groups, and the organization as a whole to understand organizational behavior in work settings? 3. Recall a manager you have known, and evaluate how well that person performed the four functions of management: planning, organizing, leading, and controlling. 4. Think of a manager you have known or read about, and describe instances in which that manager seemed to play some of the 10 managerial roles identified by Mintzberg. 5. Select a restaurant, supermarket, church, or some other familiar organization, and think about how the organization tries to increase efficiency, quality, innovation, and responsiveness to customers. 6. How can information about organizational behavior help organizations manage their human resources to obtain a competitive advantage? 7. What are organizational ethics, and why is ethics such an important issue facing organizations today? 8. Why is diversity an important challenge facing organizations today? 9. What special challenges does managing behavior on a global scale pose for managers? 10. What new challenges may confront managers in the future? ■ BUILDING DIAGNOSTIC SKILLS Behavior in Organizations Think of an organization—a place of employment, a club, a sports team, a musical group, an academic society—that provided you with a significant work experience, and answer the following questions: 1. What are your attitudes and feelings toward the organization? Why do you think you have these attitudes and feelings? 2. Indicate, on a scale of 1 to 10, how hard you worked for this organization or how intensively you participated in the organization’s activities. Explain the reasons for your level of participation. 3. How did the organization communicate its performance expectations to you, and how did the organization monitor your performance to evaluate whether you met those expectations? Did you receive more rewards when you performed at a higher level? What happened when your performance was not as high as it should have been? 4. How concerned was your organization with your well-being? How was this concern reflected? Do you think this level of concern was appropriate? Why or why not? 5. Think of your direct supervisor or leader. How would you characterize this person’s approach to 32
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