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Ch01[1] of Managing Organization

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Ch01[1] of Managing Organization

  1. 1. ORGANIZATIONAL BEHAVIOR S 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 © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by G. M. Javed Anwar
  2. 2. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: <ul><li>Define organizational behavior (OB). </li></ul><ul><li>Describe what managers do. </li></ul><ul><li>Explain the value of the systematic study of OB. </li></ul><ul><li>List the major challenges and opportunities for managers to use OB concepts. </li></ul><ul><li>Identify the contributions made by major behavioral science disciplines to OB. </li></ul>L E A R N I N G O B J E C T I V E S
  3. 3. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: <ul><li>Describe why managers require a knowledge of OB. </li></ul><ul><li>Explain the need for a contingency approach to the study of OB. </li></ul><ul><li>Identify the three levels of analysis in this book’s model. </li></ul>L E A R N I N G O B J E C T I V E S (cont’d)
  4. 4. What Managers Do <ul><li>Managerial Activities </li></ul><ul><li>Make decisions </li></ul><ul><li>Allocate resources </li></ul><ul><li>Direct activities of others to attain goals </li></ul>
  5. 5. Where Managers Work
  6. 6. Management Functions Management Functions Planning Organizing Leading Controlling
  7. 7. Management Functions (cont’d)
  8. 8. Management Functions (cont’d)
  9. 9. Management Functions (cont’d)
  10. 10. Management Functions (cont’d)
  11. 11. Mintzberg’s Managerial Roles E X H I B I T 1-1a
  12. 12. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1-1b
  13. 13. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1-1c
  14. 14. Management Skills
  15. 15. Effective Versus Successful Managerial Activities (Luthans) <ul><li>Traditional management </li></ul><ul><ul><li>Decision making, planning, and controlling </li></ul></ul><ul><li>Communications </li></ul><ul><ul><li>Exchanging routine information and processing paperwork </li></ul></ul><ul><li>Human resource management </li></ul><ul><ul><li>Motivating, disciplining, managing conflict, staffing, and training </li></ul></ul><ul><li>Networking </li></ul><ul><ul><li>Socializing, politicking, and interacting with others </li></ul></ul>
  16. 16. Allocation of Activities by Time E X H I B I T 1-2
  17. 17. Enter Organizational Behavior
  18. 18. Contributing Disciplines to the OB Field E X H I B I T 1-3a
  19. 19. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b
  20. 20. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c
  21. 21. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d
  22. 22. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f
  23. 23. There Are Few Absolutes in OB Contingency Variables x y
  24. 24. Challenges and Opportunity for OB <ul><li>Responding to Globalization </li></ul><ul><li>Managing Workforce Diversity </li></ul><ul><li>Improving Quality and Productivity </li></ul><ul><li>Responding to the Labor Shortage </li></ul><ul><li>Improving Customer Service </li></ul>
  25. 25. Challenges and Opportunity for OB (cont’d) <ul><li>Improving People Skills </li></ul><ul><li>Empowering People </li></ul><ul><li>Coping with “Temporariness” </li></ul><ul><li>Stimulation Innovation and Change </li></ul><ul><li>Helping Employees Balance Work/Life Conflicts </li></ul><ul><li>Improving Ethical Behavior </li></ul>
  26. 26. Basic OB Model, Stage I E X H I B I T 1-6
  27. 27. The Dependent Variables x y
  28. 28. The Dependent Variables (cont’d)
  29. 29. The Dependent Variables (cont’d)
  30. 30. The Dependent Variables (cont’d)
  31. 31. The Dependent Variables (cont’d)
  32. 32. The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

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