【正文】 or. a) Introduce a group behavior model.b) Discuss ways to make teams more effective.c) Consider munication issues and group decisionmaking.d) Investigate leadership and the issues of trust, power, politics, and conflict and negotiation.4. Organizational behavior reaches its highest level of sophistication when we add the formal organization system to our knowledge of individual and group behavior. Chapters 13 through 16, discuss:a) How an organization’s structure, work design, and technology affect behavior.b) The effect that an organization’s human resource policies and practices have on people.c) How each organization has its own culture that acts to shape the behavior of its members.d) The various organizational change and development techniques that managers can use to affect behavior for the organization’s benefit.SUMMARY (ppt 2425)1. Organizational behavior (OB) is the systematic study of the actions and attitudes that people exhibit within organizations.2. Organizational behavior is applied behavioral science. The predominant contributing disciplines are psychology, sociology, social psychology, anthropology, and political science.3. The three primary goals of OB are to explain why an individual or a group of individuals do something。管理學(xué)大師斯蒂芬 to predict future events—to determine what outes will result from a given action。 dealing with declining employee loyalty。 dealing with declining employee loyalty。 stimulating innovation and change。 stimulating innovation and change。s focus on efficiency and growth is not accepted worldwide.E. Overseeing Movement of Jobs to Countries with LowCost Labor1. Management is under pressure to keep labor costs down, yet moving jobs to lower labor cost countries also gets criticized.2. Workforce diversity means that organizations are being a more heterogeneous mix of people.3. Workforce diversity means that organizations are being more heterogeneous in terms of gender, race, and ethnicity.a) Enpasses anyone who varies from the norm. In addition to the more obvious groups—women, African Americans, Hispanic Americans, and Asian Americans—it also includes the physically disabled, homosexuals, and the elderly.F. Embracing Diversity (ppt 1617)1. Traditional melting pot approach to differences in organizations assumed that people who were different would somehow automatically want to assimilate. 2. Now the challenge for organizations is to make themselves more acmodating to diverse groups.G. Changing . Demographics1. Diverse groups were such a small percentage of the . workforce.a) The bulk of the pre1980s workforce was male Caucasians working full time to support a nonemployed wife and schoolaged children. b) Currently, percent of the . labor force are women. Minorities and immigrants make up 23 percent.2. Workforce diversity has important implications for management practice. a) Managers need to recognize differences and respond to them.(1) Diversity, if positively managed, can increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems.H. Improving Quality and Productivity (ppt 18)1. Managers are facing constant challenges to improve quality and productivity. To do this, they are implementing programs such as quality management and process reengineering, which require extensive employee involvement. (ppt 1920)a) See Exhibit 13, What Is Total Quality Management?2. Process reengineering asks managers to reconsider how work would be done and how would their organization be structured if they were to start over.I. Improving People Skills (ppt 2122)1. People skills are critical to managerial effectiveness. 2. There are specific people skills that managers can use on the job. a) The text will raise this as you read.J. Improving Customer Service1. The majority of employees in developed countries work in service jobs, which requires substantial interaction with an organization39。P and to control behavior, the most controversial goal of the three. OB does offer technologies that facilitate the control of people. Whether those technologies should be used in organizations bees an ethical question.4. The major challenges and opportunities for managers to use OB concepts occur in the areas of customer service, improving quality and productivity through the use of quality management, reengineering and other techniques。 and improving ethical behavior.5. The plan of the book is built on a buildingblock approach. Chapters 2 through 6 deal with the individual in the organization. Chapters 7 through 12 address group behavior. Chapters 13 through 16, discuss how an organization’s structure, work design, and technology affect behavior, the effect that an organization’s human resource management policies and practices have on people, how each organization has its own culture that acts to shape the behavior of its members, and the various organizational change and development techniques that managers can use to affect behavior for the organization’s benefit.DISCUSSION QUESTIONS1. Define organizational behavior (OB).Answer Organizational behavior is the systematic study of the actions and attitudes that people exhibit within organizations. There are three key parts. Systematic study is the use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect. Systematic study of actions (or behaviors) and attitudes occurs in three areas: productivity, absenteeism, and turnover. Systematic study within an organization—OB is specifically concerned with workrelated behavior—and that takes place in organizations. A fourth type of behavior, organizational citizenship, has been added as a determiner of organizational effectiveness.2. Identify the primary behavioral disciplines contributing