The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including: - Defining OB as the study of how individuals, groups, and structure impact behavior in organizations. - Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs. - Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study. - Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.

1. eleventh editio
n
organizational
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behavio
stephen p. robbins

2. Chapter One
What Is Organizational
Behavior
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
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All rights reserved.
E D I T I O N
WWW.PRENHALL.COM/ROBBINS
PowerPoint Presentation
by Charlie Cook

3. O B J E C T I V E S
L E A R N I N G
After studying this chapter,
you should be able to:
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.
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1–3

4. O B J E C T I V E S (cont’d)
L E A R N I N G
After studying this chapter,
you should be able to:
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
8. Identify the three levels of analysis in this
book’s OB model.
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1–4

5. What Managers Do
What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.
Managerial Activities
Managerial Activities
••Make decisions
Make decisions
••Allocate resources
Allocate resources
••Direct activities of others
Direct activities of others
to attain goals
to attain goals
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1–5

6. Where Managers Work
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.
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1–6

7. Management Functions
Management Functions
Planning
Planning
Organizing
Organizing
Management
Management
Functions
Functions
Controlling
Controlling
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Leading
Leading
1–7

8. Management Functions (cont’d)
Management Functions (cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
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1–8

9. Management Functions (cont’d)
Management Functions (cont’d)
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.
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1–9

10. Management Functions (cont’d)
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
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1–10

11. Management Functions (cont’d)
Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
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1–11

12. Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
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E X H I B I T 1–1
E X H I B I T 1–1
1–12

13. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
© 2005 Prentice Hall Inc. All rights reserved.
E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)
1–13

14. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
© 2005 Prentice Hall Inc. All rights reserved.
E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)
1–14

15. Management Skills
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.
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1–15

16. Effective Versus Successful Managerial
Effective Versus Successful Managerial
Activities (Luthans)
Activities (Luthans)
1. Traditional management
1. Traditional management
• •Decision making, planning, and controlling
Decision making, planning, and controlling
2. Communication
2. Communication
• •Exchanging routine information and processing
Exchanging routine information and processing
paperwork
paperwork
3. Human resource management
3. Human resource management
• •Motivating, disciplining, managing conflict, staffing,
Motivating, disciplining, managing conflict, staffing,
and training
and training
4. Networking
4. Networking
• •Socializing, politicking, and interacting with others
Socializing, politicking, and interacting with others
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1–16

17. Allocation of Activities by Time
Allocation of Activities by Time
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,
Real Managers (Cambridge, MA: Ballinger, 1988).
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E X H I B I T 1–2
E X H I B I T 1–2
1–17

18. Enter Organizational Behavior
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.
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1–18

19. Replacing Intuition with Systematic Study
Replacing Intuition with Systematic Study
Intuition
A feeling not necessarily supported by research.
Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
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1–19

20. Replacing Intuition with Systematic Study
Replacing Intuition with Systematic Study
Preconceived
Notions
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≠
The
Facts
1–20

21. Toward an OB Discipline
Toward an OB Discipline
E X H I B I T 1–3
E X H I B I T 1–3
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1–21

22. Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
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1–22

23. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Sociology
The study of people in relation to their fellow human beings.
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
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1–23

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

25. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Anthropology
The study of societies to learn about human beings and their
activities.
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
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1–25

26. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Political Science
The study of the behavior of individuals and groups
within a political environment.
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
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1–26

27. Source: Drawing by Handelsman in
The New Yorker, Copyright © 1986
by the New Yorker Magazine.
Reprinted by permission.
E X H I B I T 1–4
E X H I B I T 1–4
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1–27

28. There Are Few Absolutes in OB
There Are Few Absolutes in OB
Contingency variables
Situational factors: variables that moderate the
relationship between two or more other
variables and improve the correlation.
x
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Contingency
Variables
y
1–28

29. Challenges and Opportunities for OB
Challenges and Opportunities for OB
 Responding to Globalization
–
–
–
–
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash
Overseeing movement of jobs to countries with lowcost labor
 Managing Workforce Diversity
– Embracing diversity
– Changing U.S. demographics
– Implications for managers
• Recognizing and responding to differences
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1–29

30. Major Workforce Diversity Categories
Major Workforce Diversity Categories
Gender
Gender
National
National
Origin
Origin
Disability
Disability
Age
Age
Non-Christian
Non-Christian
Race
Race
Domestic
Domestic
Partners
Partners
E X H I B I T 1–5
E X H I B I T 1–5
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1–30

31. Challenges and Opportunities for OB (cont’d)
Challenges and Opportunities for OB (cont’d)
 Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
 Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
 Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures
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1–31

32. What Is Quality Management?
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. Accurate measurement.
5. Empowerment of employees.
E X H I B I T 1–6
E X H I B I T 1–6
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1–32

33. Improving Quality and Productivity
Improving Quality and Productivity
 Quality management (QM)
– The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
– Requires employees to rethink what they do and
become more involved in workplace decisions.
 Process reengineering
– Asks managers to reconsider how work would be done
and their organization structured if they were starting
over.
– Instead of making incremental changes in processes,
reengineering involves evaluating every process in
terms of its contribution.
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1–33

34. Challenges and Opportunity for OB (cont’d)
Challenges and Opportunity for OB (cont’d)
 Improving People Skills
 Empowering People
 Stimulating Innovation and Change
 Coping with “Temporariness”
 Working in Networked Organizations
 Helping Employees Balance Work/Life Conflicts
 Improving Ethical Behavior
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1–34

35. Basic OB Model, Stage II
Basic OB Model, Stage
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.
E X H I B I T 1–7
E X H I B I T 1–7
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1–35

36. The Dependent Variables
The Dependent Variables
Dependent variable
A response that is affected by an independent variable.
y
x
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37. The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective
output to the input
required to achieve it.
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1–37

38. The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
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1–38

39. The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization.
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1–39

40. The Dependent Variables (cont’d)
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.
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1–40

41. The Independent Variables
The Independent Variables
Independent variable
The presumed cause of some change in the dependent
variable.
Independent
Independent
Variables
Variables
Individual-Level
Individual-Level
Variables
Variables
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Group-Level
Group-Level
Variables
Variables
Organization
Organization
System-Level
System-Level
Variables
Variables
1–41

42. Basic OB
Basic OB
Model,
Model,
Stage II
Stage II
E X H I B I T 1–8
E X H I B I T 1–8
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1–42