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![Page 1: Prepared by Charlie Cook The University of West Alabama © 2012 South-Western, a part of Cengage Learning All rights reserved. Introduction to Organizational.](https://reader030.fdocuments.net/reader030/viewer/2022032522/56649d6d5503460f94a4e14c/html5/thumbnails/1.jpg)
Prepared by Charlie CookThe University of West Alabama
Prepared by Charlie CookThe University of West Alabama
© 2012 South-Western, a part of Cengage LearningAll rights reserved.© 2012 South-Western, a part of Cengage LearningAll rights reserved.
Introduction to Introduction to Organizational Organizational
BehaviorBehavior
Introduction to Introduction to Organizational Organizational
BehaviorBehavior
Chapter 1Chapter 1
1010thth Edition Edition
Managing Organizational BehaviorManaging Organizational BehaviorMoorhead & GriffinMoorhead & Griffin
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1–2© 2012 South-Western, a part of Cengage Learning
After studying this chapter you should be able to:
1. Define organizational behavior.
2. Identify the functions that comprise the management process and relate them to organizational behavior.
3. Relate organizational behavior to basic managerial roles and skills.
4. Describe contemporary organizational behavior.
5. Discuss contextual perspectives on organizational behavior.
6. Describe the role of organizational behavior in managing for effectiveness
Chapter Learning Objectives
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1–3© 2012 South-Western, a part of Cengage Learning
What is Organizational Behavior?
• Organizational behavior (OB) is the study of:
–Human behavior in organizational settings
–The interface between human behavior and the organization
–The organization itself
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1–4© 2012 South-Western, a part of Cengage Learning
1.1 The Nature of Organizational Behavior
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1–5© 2012 South-Western, a part of Cengage Learning
The Importance of Organizational Behavior
• Organizations can have a powerful influence on our lives:
–Most people are born and educated in organizations
–Most people acquire most of their material possessions from organizations
–Most people die as members of organizations
–Many of our activities are regulated by governmental organizations
–Most people spend most of their lives in organizations
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1–6© 2012 South-Western, a part of Cengage Learning
Why Study OB?
• Studying organizational behavior can clarify factors that affect how managers manage by:
–Describing the complex human context of organizations
–Defining the associated opportunities, problems, challenges, and issues
–Isolating important aspects of the manager’s job
–Offering specific perspectives on the human side of management
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1–7© 2012 South-Western, a part of Cengage Learning
Why Study OB? (cont’d)
• Studying OB helps managers understand:
–The behaviors of others in the organization
• Personal needs, motives, behaviors, feelings and career dynamics
• Attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior
–Interactions with people outside of the organization and other organizations
–The environment, technology, and global issues
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1–8© 2012 South-Western, a part of Cengage Learning
Organizational Behavior and the Management Process
• Management Functions–Planning–Organizing–Leading–Controlling
• Resources Used by Managers–Human–Financial–Physical–Information
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1–9© 2012 South-Western, a part of Cengage Learning
Functions of Management
Planning Determining an organization’s desired future position and the best means of getting there
Organizing Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units
Leading Getting organizational members to work together toward the organization’s goals
Controlling Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals
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1–10© 2012 South-Western, a part of Cengage Learning
1.2 Basic Managerial Functions
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1–11© 2012 South-Western, a part of Cengage Learning
Organizational Behavior and the Manager’s Job
InterpersonalInterpersonal InformationalInformational Decision-MakingDecision-Making
Basic Managerial RolesBasic Managerial Roles
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1–12© 2012 South-Western, a part of Cengage Learning
1.1 Important Managerial Roles
Category Role Example
Interpersonal Figurehead Attend employee retirement ceremony
Leader Encourage workers to increase productivity
Liaison Coordinate activities of two committees
Informational Monitor Scan business publications for information about competition
Disseminator Send out memos outlining new policies
Spokesperson Hold press conference to announce new plant
Decision Making Entrepreneur Develop idea for new product and convince others of its merit
Disturbance handler Resolve dispute
Resource allocator Allocate budget requests
Negotiator Settle new labor contract
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1–13© 2012 South-Western, a part of Cengage Learning
Critical Managerial Skills
Technical Skills necessary to accomplish specific tasks within the organization
Interpersonal Skills used to communicate with, understand, and motivate individuals and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect relationships and to recognize optimal solutions to problems
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1–14© 2012 South-Western, a part of Cengage Learning
1.3 Managerial Skills at Different Organizational Levels
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1–15© 2012 South-Western, a part of Cengage Learning
Contemporary Organizational Behavior
• Characteristics of the Field
– Interdisciplinary in focus
– Descriptive in nature
• Basic Concepts of the Field
1. Individual processes
2. Interpersonal processes
3. Organizational processes/characteristics
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1–16© 2012 South-Western, a part of Cengage Learning
1.4The Framework for Understanding Organizational Behavior
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1–17© 2012 South-Western, a part of Cengage Learning
Contemporary Organizational Behavior
Contextual Perspectives on
Organizational Behavior
Contextual Perspectives on
Organizational Behavior
Systems PerspectiveSystems Perspective
Situational PerspectiveSituational Perspective
ContingencyContingency
InteractionalInteractional
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1–18© 2012 South-Western, a part of Cengage Learning
The Systems Perspective
• System–An interrelated set of elements that function as a
whole—inputs are combined/transformed by managers into outputs from the system
• Value of the Systems Perspective–Underscores the importance of an organization’s
environment
–Conceptualizes the flow and interaction of various elements of the organization.
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1–19© 2012 South-Western, a part of Cengage Learning
The Situational Perspective
• The Situational Perspective–Recognizes that most organizational situations and
outcomes are influenced by other variables
• The Universal Model–Presumes a direct cause-and-effect linkage between
variables
–Complexities of human behavior and organizational settings make universal conclusions virtually impossible
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1–20© 2012 South-Western, a part of Cengage Learning
1.5 The Systems Approach to Organizations
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1–21© 2012 South-Western, a part of Cengage Learning
1.6 Universal Versus Situational Approach
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1–22© 2012 South-Western, a part of Cengage Learning
Interactionalism: People and Situations
• Interactionalist Perspective
–Focuses on how individuals and situations interact continuously to determine individuals’ behavior
–Attempts to explain how people select, interpret, and change various situations.
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1–23© 2012 South-Western, a part of Cengage Learning
1.7 The Interactionalist Perspective on Behavior in Organizations
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1–24© 2012 South-Western, a part of Cengage Learning
Managing for Effectiveness
• Managers work toward accomplishing the various goals (outcomes) that exist at specific levels in an organization:
–Individual-level outcomes
–Group-level outcomes
–Organizational-level outcomes
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1.8 Managing for Effectiveness