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Human Behavior in Organization Chapter 1 Summary

Organizational behavior is defined as the study of what people think, feel, and do in organizations. Organizations are groups of people working interdependently toward a common purpose. There are four current perspectives on organizational effectiveness: the open systems perspective which views organizations as adapting to their external environment; the organizational learning perspective which focuses on an organization's ability to acquire and use knowledge; the high-performance work practices perspective which identifies systems like employee involvement and rewards to leverage workforce potential; and the stakeholder perspective which states that leaders manage diverse stakeholder interests through personal and organizational values and ethics.

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YI Lie Suddenly Zhang
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1K views1 page

Human Behavior in Organization Chapter 1 Summary

Organizational behavior is defined as the study of what people think, feel, and do in organizations. Organizations are groups of people working interdependently toward a common purpose. There are four current perspectives on organizational effectiveness: the open systems perspective which views organizations as adapting to their external environment; the organizational learning perspective which focuses on an organization's ability to acquire and use knowledge; the high-performance work practices perspective which identifies systems like employee involvement and rewards to leverage workforce potential; and the stakeholder perspective which states that leaders manage diverse stakeholder interests through personal and organizational values and ethics.

Uploaded by

YI Lie Suddenly Zhang
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Suddenly S.

Babaran
BS Accountancy

AC09301 HUMAN BEHAVIOR in ORGANIZATION

1. Define organizational behavior and organizations. a. Organizational behavior is the study of what people think. Feel and do in and around organizations. b. Organizations are groups of people who work interdependently toward some purpose. 2. The importance of this field of inquiry. Organizational behavior theories help people: a. Make sense of the workplace, b. Question and rebuild their personal mental models and c. Get things done in organization *OB knowledge is for everyone, not just managers. OB knowledge is just as important for the organizations financial health. 3. Compare and contrast the four current perspectives of organizational effectiveness as well as the early goal attainment perspective. The goal attainment perspective, which states that the organization are effective if they achieve their stated objectives, is no longer accepted because a. The goals set may be too easy b. Goals may be too abstract to determine their accomplishment and c. Achievement of some goals may threaten the companys survival. CURRENT PERSPECTIVES A. The open systems perspective views organizations as complex organisms that live within an external environment. They depend on the external environment for resources and then use organizational subsystems to transform those resources into outputs, which are returned to the environment . Organizations receive feedback from the external environment to maintain a good fit with that environment. Fit occurs by adapting to the environment, managing the environment or moving to another environment. B. According to the organizational learning perspective, organizational effectiveness depends on the organizations capacity to acquire, share, use and store valuable knowledge .The ability to acquire knowledge depends on the firms absorptive capacity. Intellectual capital consists of human capital, structural capital, and relationship capital. Knowledge is retained in the organizational memory; companies also selectively unlearn. C. The high-performance work practices (HPWP) perspective identifies a bundle of systems and structures to leverage workforce potential. The most widely identified HPWP are employee involvement, job autonomy, developing employee competencies, and performance-skill-based rewards. HPWP improve organizational effectiveness by building human capital, increasing adaptability, and strengthening employee motivation and attitudes. D. The stakeholder perspective states that leaders manage the interests of diverse stakeholders by relying on their personal and organizational values for guidance. Ethics and corporate social responsibility (CSR) are natural extensions of values-based organizations because they rely on values to guide the most appropriate decisions involving stakeholders. CSR consists of organizational activities intended to benefit society and the environment beyond the firms immediate financial interests or legal obligations.

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