1. 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

2. © 2003 Prentice Hall Inc. All rights reserved.1–21–2 AFTER STUDYING THIS MODULE, 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. L E A R N I N G O B J E C T I V E S

3. © 2003 Prentice Hall Inc. All rights reserved.1–31–3 AFTER STUDYING THIS MODULE, 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 course. L E A R N I N G O B J E C T I V E S (cont’d)

4. © 2003 Prentice Hall Inc. All rights reserved.1–41–4 Organizational Behavior & Effectiveness  Mission  Objectives  Culture  Strategies

5. © 2003 Prentice Hall Inc. All rights reserved.1–51–5 What 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

6. © 2003 Prentice Hall Inc. All rights reserved.1–61–6 Where Managers Work

7. © 2003 Prentice Hall Inc. All rights reserved.1–71–7 Management Functions PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling

8. © 2003 Prentice Hall Inc. All rights reserved.1–81–8 Management Functions (cont’d)

9. © 2003 Prentice Hall Inc. All rights reserved.1–91–9 Management Functions (cont’d)

10. © 2003 Prentice Hall Inc. All rights reserved.1–10 Management Functions (cont’d)

11. © 2003 Prentice Hall Inc. All rights reserved.1–11 Management Functions (cont’d)

12. © 2003 Prentice Hall Inc. All rights reserved.1–12 Management Skills

13. © 2003 Prentice Hall Inc. All rights reserved.1–13 E X H I B I T 1-6 Basic OB Model, Stage I

14. © 2003 Prentice Hall Inc. All rights reserved.1–14 Contributing Disciplines to the OB Field E X H I B I T 1-3a

15. © 2003 Prentice Hall Inc. All rights reserved.1–15 Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b

16. © 2003 Prentice Hall Inc. All rights reserved.1–16 Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c

17. © 2003 Prentice Hall Inc. All rights reserved.1–17 Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d

18. © 2003 Prentice Hall Inc. All rights reserved.1–18 Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f

19. © 2003 Prentice Hall Inc. All rights reserved.1–19 Enter Organizational Behavior

20. © 2003 Prentice Hall Inc. All rights reserved.1–20 There Are Few Absolutes in OB Contingency Variables xy

21. © 2003 Prentice Hall Inc. All rights reserved.1–21 The Dependent Variables x y

22. © 2003 Prentice Hall Inc. All rights reserved.1–22 The Dependent Variables (cont’d)

23. © 2003 Prentice Hall Inc. All rights reserved.1–23 The Dependent Variables (cont’d)

24. © 2003 Prentice Hall Inc. All rights reserved.1–24 The Dependent Variables (cont’d)

25. © 2003 Prentice Hall Inc. All rights reserved.1–25 The Dependent Variables (cont’d)

26. © 2003 Prentice Hall Inc. All rights reserved.1–26 The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

27. © 2003 Prentice Hall Inc. All rights reserved.1–27 Challenges and Opportunity for OB  Responding to Globalization  Managing Workforce Diversity  Improving Quality and Productivity  Responding to the Labor Shortage  Improving Customer Service

28. © 2003 Prentice Hall Inc. All rights reserved.1–28 Challenges and Opportunity for OB (cont’d)  Improving People Skills  Empowering People  Coping with “Temporariness”  Stimulation Innovation and Change  Helping Employees Balance Work/Life Conflicts  Improving Ethical Behavior

29. © 2003 Prentice Hall Inc. All rights reserved.1–29 Importance of OB understanding to Management  Understanding facilitates prediction  Prediction enhances our ability to influence behaviour of others  Influence over others enhances our ability to direct and coordinate behaviour  It is through behaviour that work gets accomplished, hence influences productivity  Productivity contributes to overall organizational well-being Primary goals of OB are: explanation, prediction and control