ORGANIZATIONALBEHAVIOR
O B J E C T I V E S   AFTER STUDYING THIS CHAPTER AND                      AFTER STUDYING THIS CHAPTER AND                ...
O B J E C T I V E S (cont’d)                               6. Describe why managers require a knowledge                   ...
What Managers DoWhat Managers Do              Managerial Activities               Managerial Activities              ••Mak...
Where Managers WorkWhere Managers Work
Management FunctionsManagement Functions     Planning     Planning                  Organizing                            ...
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles                               EXHIBIT   1-1a
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)                                        EXHIBIT ...
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)                                        EXHIBIT ...
Management SkillsManagement Skills
Effective Versus Successful ManagerialEffective Versus Successful ManagerialActivities (Luthans)Activities (Luthans)1. Tra...
Allocation of Activities by TimeAllocation of Activities by Time                                   EXHIBIT   1-2
Enter Organizational BehaviorEnter Organizational Behavior
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field                                       EXH...
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)                        ...
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)                        ...
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)                        ...
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)                        ...
There Are Few Absolutes in OBThere Are Few Absolutes in OB           x         Contingency                      Variables ...
Challenges and Opportunity for OBChallenges and Opportunity for OB   Responding to Globalization   Managing Workforce Di...
Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)   Improving People Skills   Empower...
Basic OB Model, Stage IIBasic OB Model, Stage                           EXHIBIT   1-6
The Dependent VariablesThe Dependent Variables             y                          x
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Independent VariablesThe Independent Variables                    Independent                     Independent         ...
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Organizational behavior

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Organizational behavior

  1. 1. ORGANIZATIONALBEHAVIOR
  2. 2. O B J E C T I V E S AFTER STUDYING THIS CHAPTER AND AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTAT LISTENING TO MY LECTUER,I HOPE THTAT YOU WILL BE ABLE TO: YOU WILL BE ABLE TO: 1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study ofL E A R N I N G 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.
  3. 3. O B J E C T I V E S (cont’d) 6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB.L E A R N I N G
  4. 4. What Managers DoWhat Managers Do Managerial Activities Managerial Activities ••Make decisions Make decisions ••Allocate resources Allocate resources ••Direct activities of others Direct activities of others to attain goals to attain goals
  5. 5. Where Managers WorkWhere Managers Work
  6. 6. Management FunctionsManagement Functions Planning Planning Organizing Organizing Management Management Functions Functions Controlling Controlling Leading Leading
  7. 7. Management Functions (cont’d)Management Functions (cont’d)
  8. 8. Management Functions (cont’d)Management Functions (cont’d)
  9. 9. Management Functions (cont’d)Management Functions (cont’d)
  10. 10. Management Functions (cont’d)Management Functions (cont’d)
  11. 11. Mintzberg’s Managerial RolesMintzberg’s Managerial Roles EXHIBIT 1-1a
  12. 12. Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d) EXHIBIT 1-1b
  13. 13. Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d) EXHIBIT 1-1c
  14. 14. Management SkillsManagement Skills
  15. 15. Effective Versus Successful ManagerialEffective Versus Successful ManagerialActivities (Luthans)Activities (Luthans)1. Traditional management 1. Traditional management • •Decision making, planning, and controlling Decision making, planning, and controlling2. Communications 2. Communications • •Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork3. Human resource management 3. Human resource management • •Motivating, disciplining, managing conflict, staffing, Motivating, disciplining, managing conflict, staffing, and training and training4. Networking 4. Networking • •Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others
  16. 16. Allocation of Activities by TimeAllocation of Activities by Time EXHIBIT 1-2
  17. 17. Enter Organizational BehaviorEnter Organizational Behavior
  18. 18. Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field EXHIBIT 1-3a
  19. 19. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3b
  20. 20. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3c
  21. 21. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3d
  22. 22. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) EXHIBIT 1-3f
  23. 23. There Are Few Absolutes in OBThere Are Few Absolutes in OB x Contingency Variables y
  24. 24. 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
  25. 25. 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
  26. 26. Basic OB Model, Stage IIBasic OB Model, Stage EXHIBIT 1-6
  27. 27. The Dependent VariablesThe Dependent Variables y x
  28. 28. The Dependent Variables (cont’d)The Dependent Variables (cont’d)
  29. 29. The Dependent Variables (cont’d)The Dependent Variables (cont’d)
  30. 30. The Dependent Variables (cont’d)The Dependent Variables (cont’d)
  31. 31. The Dependent Variables (cont’d)The Dependent Variables (cont’d)
  32. 32. The Independent VariablesThe Independent Variables Independent Independent Variables VariablesIndividual-Level Group-Level Organization Organization Individual-Level Group-Level System-Level Variables Variables Variables Variables System-Level Variables Variables

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