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

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Define organizational behavior (OB). Describe what managers do. Explain the value of the systematic study of OB. List the major challenges and opportunities for managers to use OB concepts. 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 © 2003 Prentice Hall Inc. All rights reserved.

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Describe why managers require a knowledge of OB. Explain the need for a contingency approach to the study of OB. Identify the three levels of analysis in this book’s model. L E A R N I N G O B J E C T I V E S (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals © 2003 Prentice Hall Inc. All rights reserved.

Where Managers Work © 2003 Prentice Hall Inc. All rights reserved.

Management Functions Management Functions Planning Organizing Leading Controlling Management Functions © 2003 Prentice Hall Inc. All rights reserved.

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

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

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

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

Mintzberg’s Managerial Roles E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Mintzberg’s Managerial Roles (cont’d) E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Mintzberg’s Managerial Roles (cont’d) E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Management Skills © 2003 Prentice Hall Inc. All rights reserved.

Effective Versus Successful Managerial Activities (Luthans) Traditional management Decision making, planning, and controlling Communications Exchanging routine information and processing paperwork Human resource management Motivating, disciplining, managing conflict, staffing, and training Networking Socializing, politicking, and interacting with others © 2003 Prentice Hall Inc. All rights reserved.

Allocation of Activities by Time 1-2 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

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

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

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

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

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

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

There Are Few Absolutes in OB Contingency Variables x y © 2003 Prentice Hall Inc. All rights reserved.

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

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 © 2003 Prentice Hall Inc. All rights reserved.

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

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

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

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

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

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

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