ORGANIZATIONAL BEHAVIOR

T E N T H E D I T I O N
OBJECTIVES AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL BE ABLE TO:

1. Define organizational behavior (OB).

2. Describe what managers do.
3. Explain the value of the systematic study of
LEARNING

OB.
4. List the major challenges and opportunities
for managers to use OB concepts.
5. Identify the contributions made by major
behavioral science disciplines to OB.
O B J E C T I V E S (cont’d)

6. Describe why managers require a knowledge

of OB.
7. Explain the need for a contingency approach
to the study of OB.
LEARNING
What Managers Do

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
Where Managers Work
Management Functions

Planning Organizing

Management
Functions

Controlling Leading
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Mintzberg’s Managerial Roles

EXHIBIT 1-1a
Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1b
Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1c
Management Skills
Effective Versus Successful Managerial
Activities (Luthans)

1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
1.
1.Communications
Communications
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
1.
1.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
1.
1.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others
Allocation of Activities by Time

EXHIBIT 1-2
Enter Organizational Behavior
Contributing Disciplines to the OB Field

EXHIBIT 1-3a
Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3b
Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3c
Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3d
Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3f
There Are Few Absolutes in OB

x Contingency
Variables y
Challenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service
Challenges and Opportunity for OB (cont’d)
 Improving People Skills
 Empowering People
 Coping with “Temporariness”
 Stimulation Innovation and Change
 Helping Employees Balance Work/Life Conflicts
 Improving Ethical Behavior
Basic OB Model, Stage I

EXHIBIT 1-6
The Dependent Variables

x
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Independent Variables

Independent
Variables

Individual-Level Group-Level Organization

Variables Variables System-Level
Variables