ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

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,
OBJECTIVES

YOU SHOULD BE ABLE TO:

1. Define organizational behavior (OB).

2. Describe what managers do.
3. Explain the value of the systematic study of
LEARNING

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.

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 AFTER STUDYING THIS CHAPTER,
O B J E C T I V E S (cont’d)

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
LEARNING

book’s model.

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 What Managers Do

Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals

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 Where Managers Work

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 Management Functions

Planning Organizing

Management
Functions

Controlling Leading

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 Management Functions (cont’d)

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 Management Functions (cont’d)

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 Management Functions (cont’d)

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 Management Functions (cont’d)

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 Mintzberg’s Managerial Roles

EXHIBIT 1-1a

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 Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1b

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 Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1c

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 Management Skills

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 Effective Versus Successful Managerial
Activities (Luthans)

1. Traditional management
• Decision making, planning, and controlling
2. Communications
• Exchanging routine information and processing
paperwork
3. Human resource management
• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
• Socializing, politicking, and interacting with others

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 Allocation of Activities by Time

EXHIBIT 1-2

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 Enter Organizational Behavior

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 Contributing Disciplines to the OB Field

EXHIBIT 1-3a

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 Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3b

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 Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3c

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 Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3d

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 Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3f

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 There Are Few Absolutes in OB

x Contingency
Variables y
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 Challenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

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 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

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 Basic OB Model, Stage I

EXHIBIT 1-6

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 The Dependent Variables

x
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 The Dependent Variables (cont’d)

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 The Dependent Variables (cont’d)

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 The Dependent Variables (cont’d)

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 The Dependent Variables (cont’d)

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 The Independent Variables

Independent
Variables

Individual-Level
Individual- Group-Level
Group- Organization
Variables Variables System--Level
System
Variables

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