Itm ob-01 b

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Itm ob-01 b

  1. 1. ORGANIZATIONAL BEHAVIOR<br />What is <br />Organisational Behavior<br />
  2. 2. Define organizational behavior (OB).<br />Describe what managers do.<br />Explain the value of the systematic study of OB.<br />List the major challenges and opportunities for managers to use OB concepts.<br />Identify the contributions made by major behavioral science disciplines to OB.<br />L E A R N I N G O B J E C T I V E S<br />
  3. 3. Describe why managers require a knowledge of OB.<br />Explain the need for a contingency approach to the study of OB.<br />L E A R N I N G O B J E C T I V E S (cont’d)<br />
  4. 4. What Managers Do<br />Managerial Activities<br /><ul><li>Make decisions
  5. 5. Allocate resources
  6. 6. Direct activities of others to attain goals</li></li></ul><li>Where Managers Work<br />
  7. 7. Management Functions<br />Planning<br />Organizing<br />Leading<br />Controlling<br />ManagementFunctions<br />
  8. 8. Management Functions (cont’d)<br />
  9. 9. Management Functions (cont’d)<br />
  10. 10. Management Functions (cont’d)<br />
  11. 11. Management Functions (cont’d)<br />
  12. 12. 1-1a<br />E X H I B I T<br />Mintzberg’s Managerial Roles<br />
  13. 13. 1-1b<br />E X H I B I T<br />Mintzberg’s Managerial Roles (cont’d)<br />
  14. 14. 1-1c<br />E X H I B I T<br />Mintzberg’s Managerial Roles (cont’d)<br />
  15. 15. Management Skills<br />
  16. 16. Effective Versus Successful Managerial Activities (Luthans)<br />Traditional management<br /><ul><li>Decision making, planning, and controlling</li></ul>Communications<br /><ul><li>Exchanging routine information and processing paperwork</li></ul>Human resource management<br /><ul><li>Motivating, disciplining, managing conflict, staffing, and training</li></ul>Networking<br /><ul><li>Socializing, politicking, and interacting with others</li></li></ul><li>1-2<br />E X H I B I T<br />Allocation of Activities by Time<br />
  17. 17. Enter Organizational Behavior<br />
  18. 18. Contributing Disciplines to the OB Field<br />1-3a<br />E X H I B I T<br />
  19. 19. Contributing Disciplines to the OB Field (cont’d)<br />1-3b<br />E X H I B I T<br />
  20. 20. Contributing Disciplines to the OB Field (cont’d)<br />1-3c<br />E X H I B I T<br />
  21. 21. Contributing Disciplines to the OB Field (cont’d)<br />1-3d<br />E X H I B I T<br />
  22. 22. Contributing Disciplines to the OB Field (cont’d)<br />1-3f<br />E X H I B I T<br />
  23. 23. There Are Few Absolutes in OB<br />ContingencyVariables<br />x<br />y<br />
  24. 24. Challenges and Opportunity for OB<br />Responding to Globalization<br />Managing Workforce Diversity<br />Improving Quality and Productivity<br />Responding to the Labor Shortage<br />Improving Customer Service<br />
  25. 25. Challenges and Opportunity for OB (cont’d)<br />Improving People Skills<br />Empowering People<br />Coping with “Temporariness”<br />Stimulation Innovation and Change<br />Helping Employees Balance Work/Life Conflicts<br />Improving Ethical Behavior<br />
  26. 26. 1-6<br />E X H I B I T<br />Basic OB Model, Stage I<br />
  27. 27. The Dependent Variables<br />y<br />x<br />
  28. 28. The Dependent Variables (cont’d)<br />
  29. 29. The Dependent Variables (cont’d)<br />
  30. 30. The Dependent Variables (cont’d)<br />
  31. 31. The Dependent Variables (cont’d)<br />
  32. 32. The Independent Variables<br />Individual-Level Variables<br />Group-LevelVariables<br />OrganizationSystem-LevelVariables<br />IndependentVariables<br />

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