Organizational_Behavior_Ch01

Organizational_Behavior_Ch01 - Organizational Behavior...

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Organizational Behavior Tenth Edition
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Chapter 1
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Introducing Organizational Behavior Chapter at a Glance People do make the difference in how well our organizations perform. Chap- ter 1 introduces organizational behavior as a useful knowledge base for ca- reer success in today’s dynamic work environments. As you read, keep in mind these study topics . INTRODUCING ORGANIZATIONAL BEHAVIOR Organizational Behavior Scientific Foundations of Organizational Behavior Shifting Paradigms of Organizational Behavior ORGANIZATIONS AS WORK SETTINGS Organizational Purpose, Mission, and Strategy Organizational Environments and Stakeholders Organizational Cultures Diversity and Multiculturalism ORGANIZATIONAL BEHAVIOR AND MANAGEMENT The Management Process Managerial Activities, Roles, and Networks Managerial Skills and Competencies Moral Management LEARNING ABOUT ORGANIZATIONAL BEHAVIOR Learning and Experience Learning Guide to Organizational Behavior 10/E CHAPTER 1 STUDY GUIDE People make the difference
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D o you remember the controversy created when the NBA introduced a new basketball? Some called it the ball that just didn’t bounce. You wouldn’t think a new bas- ketball would make much of a difference. But this one did. In fact, it set the executives run- ning the National Basket- ball Association back on their heels. When the NBA introduced a new microfiber ball, they thought its consis- tent bounce would be the pathway toward bet- ter shooting, higher scoring, and im- proved player statistics. Instead, the new synthetic ball was met with skepticism and even outright scorn by players who preferred the traditional leather ball. Le- Bron James, Shaquille O’Neal, and Jason Kidd were among those who publicly de- clared their dislike for the new ball. The players’ union was quick to file a grievance, claiming that the surface of the new ball contributed to increased skin abrasions. The old ball, with its leather construction, was praised as a better alternative, and the NBA was faced with a dilemma—stick with the new ball or revert back to the old one. How did the NBA get in this spot? The answer rests with this comment by NBA Commissioner David Stern when he announced the return to the leather ball: “We’ve got to do the right thing here. And, of course the right thing is to listen to our players.” And listen he did, but some might say a bit late in the process. Complaints were that the NBA didn’t spend enough time getting player input before making a decision to switch to the new ball. Houston player Rafer Alston said: “They said, ‘The ball’s here. This is what we’re going to use.’. . . There was never a reason or anything.” As for Stern, he said: “Whether it’s a day late or not, we’re dealing with this . . . In hindsight we could have done a better job.” 1 “. . . we’re dealing with this. In hind- sight we could have done a better job.” 4 Introducing Organizational Behavior Stern’s lesson in the case of the NBA’s attempt to introduce a new basketball is a
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This note was uploaded on 03/21/2010 for the course NA MGT 307 taught by Professor Unknown during the Spring '10 term at University of Phoenix.

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Organizational_Behavior_Ch01 - Organizational Behavior...

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