ORGANIZATIONAL BEHAVIOR - · PDF file · 2011-02-04Define organizational behavior...
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1 ORGANIZATIONAL BEHAVIOR T E N T H E D I T I O N 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 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. L E A R N I N G O B J E C T I V E S
Transcript of ORGANIZATIONAL BEHAVIOR - · PDF file · 2011-02-04Define organizational behavior...
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ORGANIZATIONAL BEHAVIOR
T E N T H E D I T I O N
AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTATYOU WILL 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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
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6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d)
What Managers DoWhat Managers Do
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
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Where Managers WorkWhere Managers Work
Management FunctionsManagement Functions
ManagementFunctions
ManagementManagementFunctionsFunctions
PlanningPlanningPlanning OrganizingOrganizingOrganizing
LeadingLeadingLeadingControllingControllingControlling
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Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
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Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
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E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
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E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
Management SkillsManagement Skills
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Effective Versus Successful Managerial Activities (Luthans)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
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
E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time
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Enter Organizational BehaviorEnter Organizational Behavior
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a
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Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
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Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
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There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingencyVariablesVariablesx y
Challenges and Opportunity for OBChallenges and Opportunity for OB
Responding to GlobalizationManaging Workforce DiversityImproving Quality and ProductivityResponding to the Labor ShortageImproving Customer Service
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Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)
Improving People SkillsEmpowering PeopleCoping with “Temporariness”Stimulation Innovation and ChangeHelping Employees Balance Work/Life ConflictsImproving Ethical Behavior
E X H I B I T 1-6
Basic OB Model, Stage IBasic OB Model, Stage I
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The Dependent VariablesThe Dependent Variables
x
y
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Independent VariablesThe Independent Variables
IndependentVariables
IndependentIndependentVariablesVariables
Individual-Level Variables
IndividualIndividual--Level Level VariablesVariables
OrganizationSystem-Level
Variables
OrganizationOrganizationSystemSystem--LevelLevel
VariablesVariablesGroup-Level
VariablesGroupGroup--LevelLevel
VariablesVariables
