1.2 Introduction
If this is your first encounter with the subject of organizational behavior, you are likely wondering what it is, and why it is offered by your college. The answer is that organizations play a central role in our lives. You were probably born in one kind of an organization (a hospital), as well as into another kind of organization (your family). Since then, who you are as a person has been shaped by many organizations, from the schools you attended, to the sports and voluntary organizations in which you may have participated.
Now, as you move toward entering the world of work, you will discover that organizations will influence the shape of your life more than ever. Especially if you are a business or management student, some day you might be responsible for managing people in an organization. You'll do a better job if you grasp how organizations influence people and how people affect organizations. Such an understanding will be vital to your ability to thrive and even survive in the world of work. You can operate a car without understanding how it works, but it's hard to run an organization without knowing its structure and function. The nature of the organization is what you're about to learn.
This book introduces you to the basic aspects of international organizational behavior. It includes many real-life examples. For instance, the customer letter shown in Figure 1-1 illustrates the kinds of problems that organizations can and should avoid.
Dear Sir:
Because our company changed to a new IBM computer system, I urgently needed manuals to help me through a difficult transition period. I called the IBM office in Montreal and enquired about how to order these manuals, and they informed me that I would have to order them through my IBM representative. I left a message and the next day was told that I would have to wait four to six weeks to get them. I told my representative that time was money and I could not wait that long.
I then called the IBM headquarters in the United States and asked whether I could order the manuals directly from IBM, U.S.A. After several phone calls, I was eventually transferred to a librarian. She was in a meeting, so I left a message for her. She did not return my call. I called again the next day and she explained that she is in charge of the library. I said that I understood but hoped she could do a search of IBM departments and tell me from where I could order the manuals I so desperately needed.
Three days later, the search was completed and the verdict was that I would have to call the IBM office in Montreal. I called the Montreal office and asked them for the manuals and the reply was that there would be a four- to six-week wait. The person I spoke to even recognized my voice. I again explained I could not wait four to six weeks, and she told me to complain to the Customer Service Department. I called Customer Relations and they explained to me that it takes so long because so many people are in need of IBM manuals.
I again tried calling IBM headquarters, U.S.A., and said that I needed IBM manuals. They told me to call the IBM Learning Centre in New York City. I called this Centre and inquired if they sell manuals. The answer was yes. However, they told me that the person in charge of manuals was in a meeting. I left a message. The person in charge contacted me and explained that, although she understood my position, she could not help me. She said that she sold manuals only to people living in New York City.
After extensive detective work, I found a place called Mechanicsburg, Pennsylvania, which is reputed to sell these manuals. I called IBM headquarters and told them that I know that IBM in Mechanicsburg, Pennsylvania, sells manuals and would they please give me their telephone number. I was told they did not know it. I then telephoned the operator and found the number of the most sacred place of IBM operations.
I spoke to an IBM representative and explained that I needed the manuals urgently. She told me that she could not sell to private customers, only to IBM employees. I pleaded with her and told her that I did not think she would be fired if she made a customer happy, but she said she could not take such a risk.
At this point, I decided to write a letter of complaint to the president of IBM. I called Ms. S. Brown, the librarian at IBM headquarters, U.S.A., and I asked her who the president of IBM is. She replied that his name is Mr. John Akers. I asked her for his mailing address, but she said that she did not know it.
Therefore, I am sending this letter to the newspaper, and I hope that Mr. Akers will do the following: find a way in which to improve customer service, give Ms. Brown his mailing address, check if the same type of customer service exists in other computer companies, and give the Defense Department some pointers on how to keep classified military manuals out of sight!
Yours truly,
Gideon Vidgorhouse, Ph.D.
Montreal, Quebec
Reprinted by permission of Dr. Gideon Vigdorhouse.
We begin this chapter by describing the main characteristics of organizational behavior and considering its importance as a subject of study. Following a general review of the historical and theoretical foundations of organizational behavior, we outline the primary research procedures used by both practitioners in the field and organizations themselves.