This document discusses organizational behavior and management. It introduces the key functions of management as planning, organizing, leading and controlling. It also discusses Mintzberg's roles of managers and the different activities managers engage in. Finally, it outlines the dependent and independent variables that are studied in organizational behavior, such as individual, group and organizational factors that influence employee and organizational outcomes.

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 Charlie Cook
¿Qué es el
Comportamiento
Organizacional?

2. © 2003 Prentice Hall Inc.
All rights reserved. 1–2
Qué hacen los administradoresQué hacen los administradores
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals

3. © 2003 Prentice Hall Inc.
All rights reserved. 1–3
Where Managers WorkWhere Managers Work

4. © 2003 Prentice Hall Inc.
All rights reserved. 1–4
Management FunctionsManagement Functions
ManagementManagement
FunctionsFunctions
ManagementManagement
FunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling

5. © 2003 Prentice Hall Inc.
All rights reserved. 1–5
Management Functions (cont’d)Management Functions (cont’d)

6. © 2003 Prentice Hall Inc.
All rights reserved. 1–6
Management Functions (cont’d)Management Functions (cont’d)

7. © 2003 Prentice Hall Inc.
All rights reserved. 1–7
Management Functions (cont’d)Management Functions (cont’d)

8. © 2003 Prentice Hall Inc.
All rights reserved. 1–8
Management Functions (cont’d)Management Functions (cont’d)

9. © 2003 Prentice Hall Inc.
All rights reserved. 1–9
E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

10. © 2003 Prentice Hall Inc.
All rights reserved. 1–10
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

11. © 2003 Prentice Hall Inc.
All rights reserved. 1–11
E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

12. © 2003 Prentice Hall Inc.
All rights reserved. 1–12
Management SkillsManagement Skills

13. © 2003 Prentice Hall Inc.
All rights reserved. 1–13
Effective Versus Successful Managerial
Activities (Luthans)
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
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

14. © 2003 Prentice Hall Inc.
All rights reserved. 1–14
E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time

15. © 2003 Prentice Hall Inc.
All rights reserved. 1–15
Enter Organizational BehaviorEnter Organizational Behavior

16. © 2003 Prentice Hall Inc.
All rights reserved. 1–16
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a

17. © 2003 Prentice Hall Inc.
All rights reserved. 1–17
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b

18. © 2003 Prentice Hall Inc.
All rights reserved. 1–18
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c

19. © 2003 Prentice Hall Inc.
All rights reserved. 1–19
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d

20. © 2003 Prentice Hall Inc.
All rights reserved. 1–20
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f

21. © 2003 Prentice Hall Inc.
All rights reserved. 1–21
There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingency
VariablesVariablesx y

22. © 2003 Prentice Hall Inc.
All rights reserved. 1–22
Challenges and Opportunity for OBChallenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

23. © 2003 Prentice Hall Inc.
All rights reserved. 1–23
Challenges and Opportunity for OB (cont’d)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

24. © 2003 Prentice Hall Inc.
All rights reserved. 1–24
E X H I B I T 1-6
Basic OB Model, Stage IBasic OB Model, Stage I

25. © 2003 Prentice Hall Inc.
All rights reserved. 1–25
The Dependent VariablesThe Dependent Variables
x
y

26. © 2003 Prentice Hall Inc.
All rights reserved. 1–26
The Dependent Variables (cont’d)The Dependent Variables (cont’d)

27. © 2003 Prentice Hall Inc.
All rights reserved. 1–27
The Dependent Variables (cont’d)The Dependent Variables (cont’d)

28. © 2003 Prentice Hall Inc.
All rights reserved. 1–28
The Dependent Variables (cont’d)The Dependent Variables (cont’d)

29. © 2003 Prentice Hall Inc.
All rights reserved. 1–29
The Dependent Variables (cont’d)The Dependent Variables (cont’d)

30. © 2003 Prentice Hall Inc.
All rights reserved. 1–30
The Independent VariablesThe Independent Variables
IndependentIndependent
VariablesVariables
IndependentIndependent
VariablesVariables
Individual-LevelIndividual-Level
VariablesVariables
Individual-LevelIndividual-Level
VariablesVariables
OrganizationOrganization
System-LevelSystem-Level
VariablesVariables
OrganizationOrganization
System-LevelSystem-Level
VariablesVariables
Group-LevelGroup-Level
VariablesVariables
Group-LevelGroup-Level
VariablesVariables
Personal, perception, motivation,
learning
Group behavior, leadership, power
Conflict.
Structure, trainning, formal job,
organizational design