【正文】 aster the art of change or they will bee candidates for extinction. 2. Victory will go to those organizations that maintain their flexibility, continually improve their quality, and beat their petition to the marketplace with a constant stream of innovative products and services. 3. The challenge for managers is to stimulate employee creativity and tolerance for change. a) The field of OB provides a wealth of ideas and techniques to aid in realizing these goals.N. Coping with “Temporariness”1. Managers have always been concerned with change. What is different is the amount of time between change implementations. 2. Today, change is an ongoing activity for most managers. The concept of continuous improvement, for instance, implies constant change.3. Managing used to be characterized by long periods of stability interrupted occasionally by short periods of change. a) That is reversed today.4. Managers and employees face a world of permanent “temporariness.” a) Workers need to continually update their knowledge and skills to perform new job requirements. b) Work groups are also increasingly in a state of flux. In the past employees were assigned to a specific department, and that assignment was relatively permanent. c) Organizations themselves are in a state of flux. They continually reorganize their various divisions, sell off poorly performing businesses, downsize operations, and replace permanent employees with temporaries.5. Today’s managers and employees must learn to learn to live with flexibility, spontaneity, and unpredictability.I. Helping Employees Balance Work/Life Conflicts1. The typical employee no longer shows up Monday through Friday for an eight or ninehour shift.2. A number of forces have contributed to the blurring of the line between work and nonwork time, thus, creating personal conflicts and stress.a) The creation of global organizations means the work world never sleeps.b) Communication technology allows employees to do their work anywhere—at home, in their car, or on the beach.c) Organizations are asking employees to put in longer hours.d) Few families have only a single breadwinner.3. Employees are not happy about work squeezing out personal lives.4. Organizations that do not help their people achieve work/life balance will find it increasingly hard to attach and retain employees.J. Declining Employee Loyalty1. Corporate employees used to believe that their employers would reward loyalty and good work with job security, generous benefits, and steady pay increases. 2. That changed beginning in the mid1980s as corporations sought to bee “l(fā)ean and mean” by closing factories, moving operations to lowercost countries, selling off or closing down lessprofitable businesses, eliminating entire levels of management, replacing permanent employees with temporaries, and substituting performancebased pay systems for senioritybased programs. 3. European panies are also doing this.4. These changes have resulted in a sharp decline in employee loyalty.K. Improving Ethical Behavior1. In today’s organizational world it is not surprising that many employees feel pressured to cut corners, break rules, and engage in other forms of questionable practices.2. Members of organizations are increasingly finding themselves facing ethical dilemmas, situations in which they are required to define right and wrong conduct. 3. Good ethical behavior has never been clearly defined. a) In recent years the line differentiating right from wrong has bee even more blurred. b) All around them employees see people—elected officials, successful executives, and employees in other panies—engaging in unethical practices.4. There are a variety of responses to this problem.a) Write and distribute codes of ethics to guide employees through ethical dilemmas. b) Offer seminars, workshops, and similar training programs to try to improve ethical behaviors. c) Provide inhouse advisors, who can be contacted, in many cases anonymously, for assistance in dealing with ethical issues. d) Create protection mechanisms for employees who reveal internal unethical practices.5. Today’s manager needs to create an ethically healthful climate in which his or her employees can do their work productively and confront a minimal degree of ambiguity regarding what constitutes right and wrong behaviors.IV. THE PLAN OF THIS BOOKA. The book uses a building block approach. (ppt 23)1. See Exhibit 14.2. Chapters 2 through 6 deal with the individual in the organization. a) The foundations of individual behavior—values, attitudes, perception, and learning. b) The role of personality and emotions in individual behavior. c) Conclude with motivation issues and individual decision making.3. Chapters 7 through 12 address group behavior. 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 psycho