2. After studying this chapter,
you should be able to:
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Describe why managers require a knowledge
of OB.
4. Explain the value of the systematic study of
OB.
5. List the major challenges and opportunities for
managers to use OB concepts.
6. Identify the three levels of analysis of OB
model.
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3. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
4. Where Managers Work
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous basis
to achieve a common goal or set of
goals.
8. Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
10. Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
11. Do you think the managers who move up the
ladder most quickly in the organisations, involve
in the same kind of activities with same
emphasis as the managers who do the best
jobs?
12. Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communication
• 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
14. Enter Organizational Behavior
Organizational behavior
(OB)
A field of study that
investigates the impact that
individuals, groups, and
structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving
an organization’s effectiveness.
15. Replacing Intuition with Systematic Study
Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
Intuition
A feeling not necessarily supported by research.
18. Contributing Disciplines to the OB Field
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
19. Contributing Disciplines to the OB Field (cont’d)
Sociology
The study of people in relation to their fellow human beings.
20. Contributing Disciplines to the OB Field (cont’d)
Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.
21. Contributing Disciplines to the OB Field (cont’d)
Anthropology
The study of societies to learn about human beings and their
activities.
22. Contributing Disciplines to the OB Field (cont’d)
Political Science
The study of the behavior of individuals and groups
within a political environment.
23. There Are Few Absolutes in OB
Contingency
Variables
x y
Contingency variables
Situational factors: variables that moderate
the relationship between two or more other
variables and improve the correlation.
24. Challenges and Opportunities for OB
Responding to Globalization
– Working with people from different cultures
Managing Workforce Diversity
• Recognizing and responding to differences
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
25. What Is Quality Management?
1. Intense focus on the customer
2. Concern for continuous improvement
3. Improvement in the quality of everything
the organization does
4. Empowerment of employees
26. Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
27. Basic OB Model, Stage I
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.
29. The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.
30. The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
31. The Dependent Variables (cont’d)
Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.
33. 32
Introduction - Organizational Behavior
What types of topics will we cover in this
course?
Personality
Perception
Attitude and Values
Motivation
Teamwork
Leadership
Power and politics
Organisational Change and Development
34. 33
SUMMARY
Managers need to develop their interpersonal (people
skills) to be effective in their jobs.
OB is a field of study that investigates the impact that
individuals, groups, and structure have on behavior
within an organization.
OB focuses on improving productivity, employee job
satisfaction, citizenship behavior and reducing
absenteeism and turnover.
OB uses systematic study to improve predictions of
behavior.
OB recognizes and helps managers to improve their
people skills and to see the value of workforce diversity
and practices. It also seeks to improve organizations and
help managers cope with the many changes faced in
today’s workplace.
