10th Edition

Managing Organizational Behavior

Moorhead & Griffin
Chapter 1

Introduction to Organizational
Behavior

2012 South-Western, a part of Cengage Learning

All rights reserved.

Prepared by Charlie Cook

The University of West Alabama

Chapter Learning Objectives

After studying this chapter you should be able to:
1. Define organizational behavior.
2. Identify the functions that comprise the management process
and relate them to organizational behavior.
3. Relate organizational behavior to basic managerial roles and
skills.
4. Describe contemporary organizational behavior.
5. Discuss contextual perspectives on organizational behavior.
6. Describe the role of organizational behavior in managing for
effectiveness

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What is .

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1.1

The Nature of Organizational Behavior

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The Importance of Organizational

Behavior
Organizations can have a powerful
influence on our lives:
Most people are born and educated in
organizations
Most people acquire most of their material
possessions from organizations

Most people die as members of organizations

Many of our activities are regulated by
governmental organizations
Most people spend most of their lives in
organizations

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Why Study OB?

Studying organizational behavior can
clarify factors that affect how
managers manage by:
Describing the complex human context
of organizations
Defining the associated opportunities,
problems, challenges, and issues
Isolating important aspects of the
managers job

Offering specific perspectives on the

human side of management
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 Lets watch this video

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Organizational Behavior and

the Management Process
Management
Functions

Resources Used
by Managers

Planning

Human

Organizing

Financial

Leading

Physical

Controlling

Information

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1.2

Basic Managerial Functions

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Functions of Management
Planning

Determining an organizations
desired future position and the best
means of getting there

Organizing Designing jobs, grouping jobs into

units, and establishing patterns of
authority between jobs and units

Leading

Getting organizational members to

work together toward the
organizations goals

Controlling Monitoring and correcting the actions

of the organization and its members
to keep them directed toward their
goals
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Organizational Behavior and

the Managers Job

Basic Managerial Roles

Interpersonal

Informational
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Decision-Making
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1.1

Important Managerial Roles

Category

Role

Example

Interpersonal

Figurehead

Attend employee retirement ceremony

Leader

Encourage workers to increase productivity

Liaison

Coordinate activities of two committees

Monitor

Scan business publications for information

about competition

Disseminator

Send out memos outlining new policies

Spokesperson

Hold press conference to announce new plant

Entrepreneur

Develop idea for new product and convince

others of its merit

Disturbance handler

Resolve dispute

Resource allocator

Allocate budget requests

Negotiator

Settle new labor contract

Informational

Decision Making

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Critical Managerial Skills

Technical

Skills necessary to accomplish

specific tasks within the
organization

Interpersonal Skills used to communicate with,

understand, and motivate
individuals and groups

Conceptual

Skills used in abstract thinking

Diagnostic

Skills to understand cause-effect

relationships and to recognize
optimal solutions to problems

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1.4
The Framework
for Understanding
Organizational
Behavior

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Managing for Effectiveness

Managers work toward accomplishing the various
goals (outcomes) that exist at specific levels in an
organization:
Individual-level outcomes
Group-level outcomes

Organizational-level outcomes

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1.8

Managing for Effectiveness

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