The document provides an overview of organizational behavior including recommended textbooks, course outlines, key concepts, and challenges and opportunities in the field. It defines organizational behavior as the study of how individuals and groups act in organizations and how organizations themselves act. It discusses managerial functions, roles, skills, and activities. It also outlines factors influencing organizational behavior at the individual, group, and organizational levels.

1. ORGANIZATIONAL
BEHAVIOR

2. Recommended Books (BBA)
Robbins, Stephen P. Organizational
Behavior, 9th or the latest edition. (New
Jersey Prentice Hall, Inc., 2001)
“Luthans, Fred. Organizational Behavior,
Latest Edition. (NewYork: Mac Graw Hill,
Inc., 1995)

3. Recommended Books (MBA)
“Organizational Behavior” by Fred
Luthans.
“Dimensions of Organizational Behavior”
by Harbert.
“Organizational Behavior” by Huchanan
David.
“Dimension of Organizational Behavior”
Macmillan 1987, 2nd Edition.

4. COURSE OUTLINE (MBA)
Role of the manager
A system view of organizational behavior
Organizational structure and authority
Attitudes and job satisfaction
Aptitude and perception
Leadership processes and style
Stress

5. COURSE OUTLINE (MBA)
Communication
Motivation, need and processes
Learning concept and principles
The group and its dynamics
Organizational conflicts
Decision making and control

6. Introduction to
Organizational Behavior
Chapter : 1

7. INTRODUCTION
O.B
Organizational + Behavior

8. Organizational Behavior
“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 towards improving an
organization’s effectiveness”

9. Who are managers
?

10. Managers
“Individuals who achieve goals
through other people”
OR
“The people who oversee the activities
of others and who are responsible for
attaining goals in organizations”

11. Where managers work
?

12. 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”

13. What managers do ?
Managerial Managerial
Functions Roles
Managerial Managerial
Skills Activities

14. Managerial
Functions
Planning Organizing Leading Controlling

15. Planning
“Includes defining goals,
establishing strategy, and
developing plans to co ordinate
activities”

16. Organizing
“Determining what tasks are to
be done, who is to do them, how
the tasks are to be grouped,
who reports to whom, and
where decisions are to be
made”

17. Leading
“Includes motivating
subordinates, directing others,
selecting the most effective
communication channels, and
resolving conflicts”

18. Controlling
“Monitoring activities to ensure
they are being accomplished as
planned and correcting any
significant deviations”

19. Managerial Roles
Decisional Role
Interpersonal Roles Information Roles
•Entrepreneur role
•Figureheard role •Monitor role
•Disturbance handlers
•Leadership role •Disseminator role
•Resource allocators
•Liason role •Spokesperson role
• Negotiator

20. Managerial Skills
Technical Human Conceptual
Skills Skills Skills

21. Technical Skills
“ The ability to apply
specialized knowledge or
expertise”

22. Human Skills
“ The ability to work with,
understand, and motivate other
people, both individually and in
groups”

23. Conceptual Skills
“ The mental ability to analyze
and diagnose complex
situations”

24. Managerial Activities
Traditional Communication
Management
Decision making Exchaning routine
Planning information
Controlling Processing paperwork

25. Managerial Activities
Human Resource Networking
Management Socializing
Motivating Politicking
Disciplining Interacting with
Managing conflicts outsiders
Staffing
Training

26. Challenges and Opportunities
for OB

27. The creation of a Global
Village
“If u want to work effectively with the
people having different culture, you
will need to understand the cultural
differences that might require
managers to modify their practices”

28. Workforce Diversity
“The increasing heterogeneity of
organizations with the inclusion of
different groups”

29. Toward Improving Quality
and Productivity
Total Quality Management
Reengineering

30. Total Quality Management
“A philosophy of management that is
driven by the constant attainment of
customer satisfaction through the
continous improvement of all
organizational processes”

31. Total Quality Management
Intense focus on the customer
Concern for continous improvement
Improvement in the quality of everything
that organization does
Accurate measurement
Empowerment of emploees

32. Reengineering
“Reconsiders how work would be done
and the organization structured if they
were being created from scrach”

33. Improving people Skills
“You will learn how to be an effective
listners, the proper way to give
performance feedback, how to delegate
authority, and how to create effective
teams”

34. From management control to
Empowerment
“Putting employess incharge of what
they do is known as empowerment”
It is also changing leadership styles,
power relationships, the way work is
designed, and the way organizations
are structured”

35. From stability to flexibility
“Today, change is an ongoing activity
for managers”

36. Improving Ethical Behavior
“Ethical dilemma includes the
situation in which an individual
required to define right and wrong
conduct”

37. Contributing disciplines to the
OB field
Sociology Social
Psychology
Psychology
Anthropology Political
Science

38. Psychology
“The science that seeks to measure,
explain, and sometimes change the
behavior of humans and other
animals”

39. Sociology
“The study of people in relation to
their fellow human beings”

40. Social Psychology
“An area within psychology that
blends concepts from psychology and
sociology and that focuses on the
influence of people on one another”

41. Anthropology
“The study of societies to learn about
human beings and their activities”

42. Political science
“The study of the behavior of
individuals and groups within a
political environment”

43. Developing an OB Model
Organization systems level
Group level
Individual level

44. The dependent Independent
Variables variables
“A response that is “The presumed cause
affected by an of some change in the
independent dependent variable”
variable”

45. The dependent variables
•Productivity
A performance measure including
effectiveness & efficiency
•Effectiveness
Achievement of goals
•Efficiency
The ratio of effective output to the input required
to achieve it

46. The dependent variables
•Absenteeism
Failure to report to work
•Turnover
Voluntary and involuntary permanent withdrawal
from the organization
•Job satisfaction
A general attitude towards one’s job; the difference
between the amount of rewards workers receive
and the amount they believe they should recieve

47. The independent variables
Individual level variables
Group level variables
Organization systems level
variables