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Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge
Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge

Chapter 1

Introduction to Organizational Behavior

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1

After reading this chapter, you should be able to:

After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior
After reading this chapter, you should be able to: 1. 2. 3. 4. Define organizational behavior

1.

2.

3.

4.

Define organizational behavior (OB).

Explain the value of the systematic study of OB.

Identify the contributions made to OB by major

behavioral science disciplines.

Describe how OB concepts can help make

organizations more productive.

5.

6.

List the major challenges and opportunities for

managers to use OB concepts.

Identify the three levels of analysis in OB.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

2

The Field of Organizational Behavior

The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure
The Field of Organizational Behavior Organizational Behavior studies the influence that individuals, groups and structure

Organizational Behavior studies the

influence that individuals, groups and structure have on behavior within

organizations.

Its chief goal is to apply that knowledge toward improving an organization’s effectiveness.

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3

Focal Points of OB

Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 
Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 
Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 
Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 
Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 
Focal Points of OB  Jobs  Work  Absenteeism  Employment turnover  Productivity 

Jobs

Work

Absenteeism

Employment turnover

Productivity

Human performance

Management

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4

Complementing Intuition with Systematic Study

Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 
Complementing Intuition with Systematic Study  Intuition: the “gut feeling” explanation of behavior. 

Intuition: the “gut feeling” explanation of behavior. Systematic study improves ability to accurately predict behavior.

Assumes behavior is not random. Fundamental consistencies underlie behavior.

These can be identified and modified to reflect individual differences.

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5

Systematic Study

Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on
Systematic Study Examines relationships.  Attempts to attribute causes and effects.  Bases conclusions on

Examines relationships. Attempts to attribute causes and effects. Bases conclusions on scientific evidence:

 Bases conclusions on scientific evidence:   On data gathered under controlled conditions.  Data

On data gathered under controlled

conditions.

Data is measured and interpreted in

a reasonably rigorous manner.

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6

Contributing Disciplines to the OB Field Micro: Psychology The Individual Social Psychology Sociology Macro:
Contributing Disciplines
to the OB Field
Micro:
Psychology
The
Individual
Social Psychology
Sociology
Macro:
Groups &
Anthropology
Organizations

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7

Evidence-Based Management

Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific
Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific

Complements

Evidence-Based Management  Complements systematic study.  Bases decisions on the best available scientific

systematic study.

Bases decisions on the

best available scientific

evidence.

Forces managers to become more scientific in their thinking.

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8

Few Absolutes in OB Impossible to make simple and accurate  generalizations Human beings are
Few Absolutes in OB
Impossible to make simple and accurate
generalizations
Human beings are complex and diverse
OB concepts must reflect situational

conditions: contingency variables

Input “A”
Input “A”
 conditions: contingency variables Input “A” Condition “C” Copyright © 2010 Pearson Education, Inc.
Condition “C”
Condition
“C”
contingency variables Input “A” Condition “C” Copyright © 2010 Pearson Education, Inc. Publishing as

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

Behavior “B”
Behavior
“B”

9

Challenges and Opportunities for OB

Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,
Challenges and Opportunities for OB  The workplace is contains a wide mix of cultures, races,

The workplace is contains a wide mix of

cultures, races, ethnic groups, genders and ages

Employees have to learn to cope with rapid change due to global competition

Corporate loyalty has decreased due to

corporate downsizing and use of temp workers

Managers can benefit from OB theory and concepts

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10

Responding to Globalization

Responding to Globalization  Increased foreign assignments  Differing needs and aspirations in workforce 
Responding to Globalization  Increased foreign assignments  Differing needs and aspirations in workforce 
Responding to Globalization  Increased foreign assignments  Differing needs and aspirations in workforce 
Responding to Globalization  Increased foreign assignments  Differing needs and aspirations in workforce 

Increased foreign assignments

to Globalization  Increased foreign assignments  Differing needs and aspirations in workforce 

Differing needs and aspirations in workforce

Working with people from different cultures

Domestic motivational techniques

and managerial styles may not

work

motivational techniques and managerial styles may not work  Overseeing movement of jobs to countries with

Overseeing movement of jobs to countries with low-cost labor

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11

Managing Workforce Diversity

Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms
Managing Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms

Workforce

diversity:

organizations are

Workforce Diversity Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms of

becoming a more heterogeneous mix of

people in terms of

gender, age, race,

ethnicity, and sexual

orientation

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12

Diversity Implications

Diversity Implications “Managers have to shift their philosophy from treating everyone alike to recognizing differences
Diversity Implications “Managers have to shift their philosophy from treating everyone alike to recognizing differences
Diversity Implications “Managers have to shift their philosophy from treating everyone alike to recognizing differences
Diversity Implications “Managers have to shift their philosophy from treating everyone alike to recognizing differences

“Managers have to shift their

philosophy from treating

everyone alike to recognizing differences and responding to

those differences in ways

that ensure employee

retention and greater

productivity while, at the

same time, not

discriminating.”

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13

OB Offers Insights Into:

OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-
OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-

Improving quality and productivity

OB Offers Insights Into: Improving quality and productivity   Customer service and building a customer-

Customer service and building a customer- responsive culture

Developing people skills

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OB Aids in Dealing With:

OB Aids in Dealing With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace
OB Aids in Dealing With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace
OB Aids in Dealing With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace
OB Aids in Dealing With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace

Stimulating Innovation and Change

Increasing

With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace  Helping employees
With:  Stimulating Innovation and Change  Increasing “temporariness” in the workplace  Helping employees

“temporariness” in the

workplace

Helping employees balance work-life conflicts

Improving ethical behavior

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Thinking Positive

Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational
Thinking Positive  Creating a positive work environment can be a competitive advantage  Positive Organizational

Creating a positive work environment can

be a competitive advantage

Positive Organizational Scholarship

(Positive OB):

Examines how organizations develop human

strengths, foster vitality and resilience, and unlock potential.

Focus is on employee strengths, not their weaknesses.

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Three Levels of OB Analysis

Chapters 14 - 16 Chapters 8 - 13 Chapters 2 - 7 Plan of the
Chapters 14 - 16
Chapters 8 - 13
Chapters 2 - 7
Plan of the Book

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Implications for Managers

Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of
Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of

OB helps with:

Implications for Managers  OB helps with:  Insights to improve people skills  Valuing of

Insights to improve people skills

Valuing of workforce diversity

Empowering people and creating a positive work environment

Dealing with labor shortages

Coping in a world of temporariness

Creating an ethically healthy work environment

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18

Summary

Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.
Summary 1. Defined Organizational Behavior (OB). 2. Explained the value of the systematic study of OB.

1.

Defined Organizational Behavior (OB).

2.

Explained the value of the systematic study of OB.

3.

Identified the contributions made to OB by

major behavioral science disciplines.

4.

Described how OB concepts can help make organizations more productive.

5.

Listed the major challenges and opportunities for managers to use OB concepts.

6.

Identified the three levels of analysis in OB.

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
All rights reserved. No part of this publication may be reproduced, stored in a retrieval

All rights reserved. No part of this publication may be

reproduced, stored in a retrieval system, or transmitted,

in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the

United States of America.

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