This document outlines the key concepts of organizational behavior (OB) including: 1. Defining OB and explaining its goal of understanding human behavior in organizations. 2. Identifying the contributions of behavioral science disciplines like psychology, sociology, and anthropology to OB. 3. Describing the challenges and opportunities for applying OB concepts, such as managing diversity and globalization.

1. ORGANIZATIONAL BEHAVIOR
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2. 1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of 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.
6. Describe why managers require a knowledge of OB.
7. Describe how OB concepts can help make organizations
more productive.
8. Identify the three levels of analysis in OB.
9. Explain the need for a contingency approach to the
study of OB.
LEARNINGOBJECTIVES

3. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals

4. Where Managers Work

5. Management Functions
Management
Functions
Planning Organizing
LeadingControlling

6. Management Functions (cont’d)

7. Management Functions (cont’d)

8. Management Functions (cont’d)

9. Management Functions (cont’d)

10. E X H I B I T 1-1a
Mintzberg’s Managerial Roles

11. E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)

12. E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)

14. Management Skills

15. Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communications
• 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

16. E X H I B I T 1-2
Allocation of Activities by Time

17. Enter Organizational Behavior

18. 1-18
Complementing Intuition with Systematic
Study
 Intuition: the “gut feeling” explanation of
behavior.
 Systematic study improves ability to accurately
predict behavior.
– Assumes behavior is not random.
– Fundamental consistencies underlie behavior.
– These can be identified and modified to reflect
individual differences.

19. 1-19
Systematic Study
 Examines relationships.
 Attempts to attribute causes and effects.
 Bases conclusions on scientific evidence:
– On data gathered under controlled conditions.
– Data is measured and interpreted in a
reasonably rigorous manner.

20. 1-20
Evidence-Based Management
 Complements systematic study.
 Bases decisions on the best
available scientific evidence.
 Forces managers to become
more scientific in their thinking.

21. 1-21
Contributing Disciplines to the OB Field
Psychology
Social Psychology
Sociology
Anthropology
Micro:
The
Individual
Macro:
Groups &
Organizations

22. Contributing Disciplines to the OB Field
E X H I B I T 1-3a

23. Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b

24. Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c

25. Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d

26. Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f

27. 1-27
Challenges and Opportunities for OB
 The workplace is contains a wide mix of
cultures, races, ethnic groups, genders and
ages
 Employees have to learn to cope with rapid
change due to global competition
 Corporate loyalty has decreased due to
corporate downsizing and use of temp workers
 Managers can benefit from OB theory and
concepts

28. 1-28
Responding to Globalization
 Increased foreign
assignments
– Differing needs and aspirations in
workforce
 Working with people from
different cultures
– Domestic motivational techniques
and managerial styles may not
work
 Overseeing movement of
jobs to countries with low-
cost labor

29. 1-29
Managing Workforce Diversity
Organizations are
becoming a more
heterogeneous mix of
people in terms of
gender, age, race,
ethnicity, and sexual
orientation

30. 1-30
Diversity Implications
“Managers have to shift
their philosophy from
treating everyone alike to
recognizing differences
and responding to those
differences in ways that
ensure employee
retention and greater
productivity while, at the
same time, not
discriminating.”

31. 1-31
OB Offers Insights Into:
 Improving quality and
productivity
 Customer service and
building a customer-
responsive culture
 Developing people skills

32. 1-32
OB Aids in Dealing With:
 Stimulating Innovation and
Change
 Increasing “temporariness” in the
workplace
 Helping employees balance work-
life conflicts
 Improving ethical behavior

33. 1-33
Thinking Positive
 Creating a positive work environment can be a
competitive advantage
 Positive Organizational Scholarship (Positive OB):
– Examines how organizations develop human strengths,
foster vitality and resilience, and unlock potential.
– Focus is on employee strengths, not their weaknesses.

34. Challenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

35. 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

36. E X H I B I T 1-6
Basic OB Model, Stage I

37. 1-37
Three Levels of OB Analysis
Chapters 2 - 7
Chapters 8 - 13
Chapters 14 - 16
Plan of the Book

38. 1-38
Few Absolutes in OB
 Impossible to make simple and accurate generalizations
 Human beings are complex and diverse
 OB concepts must reflect situational conditions:
contingency variables
Input “A”
Condition
“C”
Behavior
“B”

39. There Are Few Absolutes in OB
Contingency
Variablesx y

40. The Independent Variables
Independent
Variables
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables

41. The Dependent Variables
x
y

42. The Dependent Variables (cont’d)

43. The Dependent Variables (cont’d)

44. The Dependent Variables (cont’d)

45. The Dependent Variables (cont’d)

46. 1-46
Keep in Mind…
 OB’s goal is to understand and predict human behavior in
organizations.
 Fundamental consistencies underlie behavior.
 It is more important than ever to learn OB concepts.
 Both managers and employees must learn to cope with
temporariness.

47. 1-47
Summary
1. Defined Organizational Behavior (OB).
2. Explained the value of the systematic study of
OB.
3. Identified the contributions made to OB by
major behavioral science disciplines.
4. Described how OB concepts can help make
organizations more productive.
5. Listed the major challenges and opportunities
for managers to use OB concepts.
6. Identified the three levels of analysis in OB.