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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?
© 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
© 2003 Prentice Hall Inc.
All rights reserved. 1–3
Where Managers WorkWhere Managers Work
© 2003 Prentice Hall Inc.
All rights reserved. 1–4
Management FunctionsManagement Functions
ManagementManagement
FunctionsFunctions
ManagementManagement
FunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling
© 2003 Prentice Hall Inc.
All rights reserved. 1–5
Management Functions (cont’d)Management Functions (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–6
Management Functions (cont’d)Management Functions (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–7
Management Functions (cont’d)Management Functions (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–8
Management Functions (cont’d)Management Functions (cont’d)
© 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
© 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)
© 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)
© 2003 Prentice Hall Inc.
All rights reserved. 1–12
Management SkillsManagement Skills
© 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
© 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
© 2003 Prentice Hall Inc.
All rights reserved. 1–15
Enter Organizational BehaviorEnter Organizational Behavior
© 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
© 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
© 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
© 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
© 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
© 2003 Prentice Hall Inc.
All rights reserved. 1–21
There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingency
VariablesVariablesx y
© 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
© 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
© 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
© 2003 Prentice Hall Inc.
All rights reserved. 1–25
The Dependent VariablesThe Dependent Variables
x
y
© 2003 Prentice Hall Inc.
All rights reserved. 1–26
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–27
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–28
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc.
All rights reserved. 1–29
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 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

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Qué es el CO

  • 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