1. 1–11–1 "People are the key" – Sam Walton, founder of Wal-Mart. There are many solutions being offered to deal with the challenges in modern management. However, the simple and most profound solution may be sought by looking at the following notes: Only true & lasting competitive advantages comes through human resources and how they are managed. The people, their ideas, their productivity, their willing to change and their ability to learn are the main things. The fact that human resources do make a difference. It is only the people who can deal with four 'any': anybody, anyplace, anytime and anyway environment of the future.

2. ORGANIZATIONAL BEHAVIOR

3. 1–31–3 The Organization

4. 1–41–4 Some definitions of OB:  “Organizational Behavior is 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 and organization's effectiveness,” - Stephen P. Robbins.  “Organizational Behaviour is the study and application of knowledge about how people – as individuals and as groups – act within organizations,” - Keith Davis & John Newstorm.

5. 1–51–5 What Managers Do? Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals What else? Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals What else?

6. 1–61–6 Management Functions: Management Functions PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling

7. 1–71–7 Management Functions (cont’d)

8. 1–81–8

9. 1–91–9

10. 1–10 Management Functions (cont’d)

11. 1–11 Mintzberg’s Managerial Roles

12. 1–12 Mintzberg’s Managerial Roles (cont’d)

13. 1–13 Mintzberg’s Managerial Roles (cont’d)

14. 1–14 Management Skills:

15. 1–15 Basic OB Model, Stage I:

16. 1–16

17. 1–17 Individual Level Variables  Biographical xs  Ability  Personality  Perception  Motivation  Attitude  Learning Group Level Variables  Group Dynamic  Size  Composition  Cohesiveness  Norms  Role  Power  Politics  Group Process Organizational Level Variables Decision Making Organ. Structure & Design Leadership Change Management

18. 1–18 Contributing Disciplines to the O-B Field:

19. 1–19 Contributing Disciplines to the O-B Field (cont’d)

20. 1–20 Contributing Disciplines to the O-B Field (cont’d)

21. 1–21 Contributing Disciplines to the O-B Field (cont’d)

22. 1–22 Contributing Disciplines to the O-B Field (cont’d)

23. 1–23 The Dependent Variables x y

24. 1–24 The Dependent Variables (cont’d)

25. 1–25 The Dependent Variables (cont’d)

26. 1–26 The Dependent Variables (cont’d)

27. 1–27 The Dependent Variables (cont’d) deviant workforce behaviour Voluntary behaviour that violates significant organizational norms and, in so doing, threatens the well- being of the organization or its members.

28. 1–28 The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables