ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of
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.
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
8. Identify the three levels of analysis in this
books model.
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What Managers Do
Managerial Activities
Make decisions
Allocate resources
Direct activities of others
to attain goals
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Where Managers Work
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Management Functions
Management
Functions
Planning Organizing
Leading Controlling
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Management Functions (contd)
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Management Functions (contd)
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Management Functions (contd)
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Management Functions (contd)
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E X H I B I T 1-1a
Mintzbergs Managerial Roles
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E X H I B I T 1-1b
Mintzbergs Managerial Roles (contd)
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E X H I B I T 1-1c
Mintzbergs Managerial Roles (contd)
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Management Skills
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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,
and training
4. Networking
Socializing, politicking, and interacting with others
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E X H I B I T 1-2
Allocation of Activities by Time
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Enter Organizational Behavior
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Contributing Disciplines to the OB Field
E X H I B I T 1-3a
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Contributing Disciplines to the OB Field (contd)
E X H I B I T 1-3b
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Contributing Disciplines to the OB Field (contd)
E X H I B I T 1-3c
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Contributing Disciplines to the OB Field (contd)
E X H I B I T 1-3d
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Contributing Disciplines to the OB Field (contd)
E X H I B I T 1-3f
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There Are Few Absolutes in OB
Contingency
Variables
x y
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Challenges and Opportunity for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
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Challenges and Opportunity for OB (contd)
Improving People Skills
Empowering People
Coping with Temporariness
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
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E X H I B I T 1-6
Basic OB Model, Stage I
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The Dependent Variables
x
y
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The Dependent Variables (contd)
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The Dependent Variables (contd)
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The Dependent Variables (contd)
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The Dependent Variables (contd)
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The Independent Variables
Independent
Variables
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables