Chapter 1 - A strategic approach to organizational behavior. The learning objectives for this chapter include: Define the term organizational behavior, and contrast McGregor’s Theory X and Theory Y assumptions about employees; contrast human and social capital and describe three ways you can develop each; explain the impact of the positive psychology movement on the field of organizational behavior (OB); define the term e-business, and explain its implications for organizational behavior and managing people. | a strategic approach to organizational behavior KNOWLEDGE OBJECTIVES Define organizational behavior and explain the strategic approach to OB. Provide a formal definition of organization. Describe the nature of human capital. Discuss the conditions under which human capital is a source of competitive advantage for an organization. Describe positive organizational behavior and explain how it can contribute to associates’ productivity. Explain the five characteristics of high-involvement management and the importance of this approach to management. ? See page 11. ORGANIZATIONAL BEHAVIOR See page 13. MANAGING ORGANIZATIONAL BEHAVIOR Actions focused on ; acquiring developing applying knowledge and skills of people. See page 13. STRATEGIC OB APPROACH Organizing and managing people’s knowledge and skills to; implement strategy gain competitive advantage See page 13. STRATEGIC APPROACH Adapted from Exhibit 1-1: Factors and Outcomes of a Strategic Approach to Organizational Behavior . | a strategic approach to organizational behavior KNOWLEDGE OBJECTIVES Define organizational behavior and explain the strategic approach to OB. Provide a formal definition of organization. Describe the nature of human capital. Discuss the conditions under which human capital is a source of competitive advantage for an organization. Describe positive organizational behavior and explain how it can contribute to associates’ productivity. Explain the five characteristics of high-involvement management and the importance of this approach to management. ? See page 11. ORGANIZATIONAL BEHAVIOR See page 13. MANAGING ORGANIZATIONAL BEHAVIOR Actions focused on ; acquiring developing applying knowledge and skills of people. See page 13. STRATEGIC OB APPROACH Organizing and managing people’s knowledge and skills to; implement strategy gain competitive advantage See page 13. STRATEGIC APPROACH Adapted from Exhibit 1-1: Factors and Outcomes of a Strategic Approach to Organizational Behavior Organizational Factors Productivity of Individuals and Groups Satisfaction of Individuals and Groups Organizational Success Individual Factors Interpersonal Factors See page 14. SENIOR MANAGERS Activities Skills Discuss – vision, strategy, and other major issues Conceptualizing Communicating Understanding the perspectives of others Help middle managers define or redefine roles and manage conflict Listening Conflict management Negotiating Motivating Create and maintain the organization’s culture Interpersonal influence See pages 14-16. MIDDLE MANAGERS Activities Skills Champion strategic ideas and help firm to remain adaptive Networking Communicating Influencing Process data and information for use by other individuals Analyzing Communicating Deliver strategic initiatives to lower-level managers Communicating Motivating Understanding values Managing Stress See page 15. LOWER-LEVEL MANAGERS Activities Skills Coach associates Teaching Listening Understanding personalities Managing stress Remove .
