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Organizational Behavior: T E N T H E D I T I O N

This document outlines the key objectives and concepts from a chapter on organizational behavior. It aims to define OB, describe managerial roles and functions, explain the value of studying OB, and identify the contributing disciplines. Some of the major topics covered include what managers do, the management functions of planning, organizing, leading and controlling, Mintzberg's managerial roles, the allocation of manager activities by time, challenges and opportunities for applying OB concepts, and the dependent and independent variables that influence organizational behavior.

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Ina Pawar
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197 views

Organizational Behavior: T E N T H E D I T I O N

This document outlines the key objectives and concepts from a chapter on organizational behavior. It aims to define OB, describe managerial roles and functions, explain the value of studying OB, and identify the contributing disciplines. Some of the major topics covered include what managers do, the management functions of planning, organizing, leading and controlling, Mintzberg's managerial roles, the allocation of manager activities by time, challenges and opportunities for applying OB concepts, and the dependent and independent variables that influence organizational behavior.

Uploaded by

Ina Pawar
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 32

ORGANIZATIONAL BEHAVIOR

T E N T H E D I T I O N

OBJECTIVES LEARNING

AFTER AFTER STUDYING STUDYING THIS THIS CHAPTER CHAPTER AND AND LISTENING LISTENING TO TO MY MY LECTUER,I LECTUER,I HOPE HOPE THTAT THTAT YOU YOU WILL WILL BE BE ABLE ABLE TO: 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.

O B J E C T I V E S (contd) LEARNING

6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB.

What What Managers Managers Do Do

Managerial ManagerialActivities Activities Make Makedecisions decisions Allocate Allocateresources resources Direct Directactivities activitiesof ofothers others to toattain attaingoals goals

Where Where Managers Managers Work Work

Management Management Functions Functions

Planning Planning

Organizing Organizing

Management Management Functions Functions


Controlling Controlling Leading Leading

Management Management Functions Functions (contd) (contd)

Management Management Functions Functions (contd) (contd)

Management Management Functions Functions (contd) (contd)

Management Management Functions Functions (contd) (contd)

Mintzbergs Mintzbergs Managerial Managerial Roles Roles

EXHIBIT

1-1a

Mintzbergs Mintzbergs Managerial Managerial Roles Roles (contd) (contd)

EXHIBIT

1-1b

Mintzbergs Mintzbergs Managerial Managerial Roles Roles (contd) (contd)

EXHIBIT

1-1c

Management Management Skills Skills

Effective Effective Versus Versus Successful Successful Managerial Managerial Activities Activities (Luthans) (Luthans)
1. 1.Traditional Traditionalmanagement management
Decision Decisionmaking, making,planning, planning,and andcontrolling controlling

2. 2.Communications Communications
Exchanging Exchangingroutine routineinformation informationand andprocessing processing paperwork paperwork

3. 3.Human Humanresource resourcemanagement management


Motivating, Motivating,disciplining, disciplining,managing managingconflict, conflict,staffing, staffing, and andtraining training

4. 4.Networking Networking
Socializing, Socializing,politicking, politicking,and andinteracting interactingwith withothers others

Allocation Allocation of of Activities Activities by by Time Time

EXHIBIT

1-2

Enter Enter Organizational Organizational Behavior Behavior

Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field

EXHIBIT

1-3a

Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field (contd) (contd)

EXHIBIT

1-3b

Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field (contd) (contd)

EXHIBIT

1-3c

Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field (contd) (contd)

EXHIBIT

1-3d

Contributing Contributing Disciplines Disciplines to to the the OB OB Field Field (contd) (contd)

EXHIBIT

1-3f

There There Are Are Few Few Absolutes Absolutes in in OB OB

Contingency Variables

Challenges Challenges and and Opportunity Opportunity for for OB OB


Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

Challenges Challenges and and Opportunity Opportunity for for OB OB (contd) (contd)
Improving People Skills Empowering People Coping with Temporariness Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior

Basic Basic OB OB Model, Model, Stage Stage II

EXHIBIT

1-6

The The Dependent Dependent Variables Variables

The The Dependent Dependent Variables Variables (contd) (contd)

The The Dependent Dependent Variables Variables (contd) (contd)

The The Dependent Dependent Variables Variables (contd) (contd)

The The Dependent Dependent Variables Variables (contd) (contd)

The The Independent Independent Variables Variables

Independent Independent Variables Variables

Individual-Level Individual-Level Variables Variables

Group-Level Group-Level Variables Variables

Organization Organization System-Level System-Level Variables Variables

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