1. Chapter ONE What is Organizational Behavior?

2. 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 Managers (or administrators) Individuals who achieve goals through other people.

3. Where Managers Work Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

4. Management Functions PlanningPlanningOrganizingOrganizing LeadingLeadingControllingControlling

5. Mintzberg’s Managerial Roles E X H I B I T 1–1 Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

6. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

7. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

8. Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations.

9. Allocation of Activities by Time

10. Enter Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

12. Challenges and Opportunities for OB 1.Responding to Globalization 2.Managing Workforce Diversity 3.Improving Quality and Productivity 4.Responding to the Labor Shortage 5.Improving Customer Service 6.Improving People Skills 7.Empowering People 8.Stimulating Innovation and Change 9.Coping with “Temporariness” 10.Working in Networked Organizations 11.Helping Employees Balance Work/Life Conflicts 12.Improving Ethical Behavior

13. Basic OB Model, Stage I E X H I B I T 1-6 Model An abstraction of reality. A simplified representation of some real-world phenomenon.

14. The Dependent Variables x y Dependent variable A response that is affected by an independent variable (what organizational behavior researchers try to understand).

15. The Dependent Variables (cont’d) Productivity Effectiveness Efficiency Absenteeism Turnover Deviant Workplace Behavior Organizational citizenship behavior (OCB) Job satisfaction

16. The Independent Variables Independent Variables Can Be Individual-Level Variables Organization System-Level Variables Group-Level Variables Independent variable The presumed cause of some change in the dependent variable; major determinants of a dependent variable.

17. Basic OB Model, Stage II E X H I B I T 1-7