ORGANIZATIONAL BEHAVIOR

WHAT IS ORGANIATIONAL BEHAVIOR

After this lecture you should be able to

1. Define organizational behavior (OB).

2.
3. 4. 5. 6. 7.

Describe what managers do.

Explain the value of the systematic study of OB. List the major challenges and opportunities for managers to use OB concepts. Identify the contributions made by major behavioral science disciplines to OB. Describe why managers require a knowledge of OB. Explain the need for a contingency approach to the study of OB.

What Managers Do

Managerial Activities
Make decisions Allocate resources Direct activities of others to attain goals

Whats a Manager Anyway?

Some Alternative Definitions Traditional: Person who plans, directs people and resources. New Organization: Person who supports, coaches, coordinates, and leads. Peter Principle: A person promoted to their level of incompetence. Dilberts Principle: The most ineffective workers are systematically moved where they can do the least damage: to management.

Where Managers Work

Management Functions

Planning

Organizing

Management Functions
Controlling Leading

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Mintzbergs Managerial Roles

Mintzbergs Managerial Roles

(contd)

Mintzbergs Managerial Roles

(contd)

Management Skills

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management
Decision making, planning, and controlling

2. Communications
Exchanging routine information and processing paperwork

3. Human resource management

Motivating, disciplining, managing conflict, staffing, & training

4. Networking
Socializing, politicking, and interacting with others

Allocation of Activities by Time

Enter Organizational Behavior

Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

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 (contd)

Improving People Skills Empowering People Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior

Basic OB Model, Stage I

The Dependent Variables

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables