Ch01[1] of Managing Organization

ORGANIZATIONAL BEHAVIORS 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

AFTER STUDYING THIS CHAPTER,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

AFTER STUDYING THIS CHAPTER,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 book’s model.

What Managers DoWhat 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

Where Managers WorkWhere Managers Work

Management FunctionsManagement Functions

ManagementManagementFunctionsFunctions

PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeadingControllingControllingControllingControlling

Management Functions (cont’d)Management Functions (cont’d)

E X H I B I T 1-1a

Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

E X H I B I T 1-1b

Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1-1c

Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

Management SkillsManagement Skills

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

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

E X H I B I T 1-2

Allocation of Activities by TimeAllocation of Activities by Time

Enter Organizational BehaviorEnter Organizational Behavior

Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field

E X H I B I T 1-3a

Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3b

E X H I B I T 1-3c

E X H I B I T 1-3d

E X H I B I T 1-3f

There Are Few Absolutes in OBThere Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

Challenges and Opportunity for OBChallenges and Opportunity for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

Challenges and Opportunity for OB (cont’d)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

E X H I B I T 1-6

Basic OB Model, Stage IBasic OB Model, Stage I

The Dependent VariablesThe Dependent Variables

The Dependent Variables (cont’d)The Dependent Variables (cont’d)

The Independent VariablesThe Independent Variables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Ch01[1] of Managing Organization

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