This document outlines an organizational behavior lecture, including learning objectives, definitions of key terms, and contributing disciplines. It discusses what managers do through activities like decision making, resource allocation, and directing others. Management functions are defined including planning, organizing, leading, and controlling. Challenges and opportunities for applying organizational behavior concepts are improving people skills, empowering employees, stimulating innovation and managing diversity. The dependent variables in organizational behavior are also defined.

1. ORGANIZATIONAL BEHAVIOR
Sadhana Singh
Assistant Professor(HR)

2. AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL 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.
LEARNINGOBJECTIVES

3. 6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
LEARNINGOBJECTIVES(cont’d)

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

5. Where Managers Work??

6. Management Functions
Management
Functions
Planning Organizing
LeadingControlling

7. Management Functions (cont’d)

8. Management Functions (cont’d)

9. Management Functions (cont’d)

10. Management Functions (cont’d)

11. Mintzberg’s Managerial Roles

12. Mintzberg’s Managerial Roles (cont’d)

13. 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. Allocation of Activities by Time

17. Enter Organizational Behavior

18. Contributing Disciplines to the OB Field

19. Contributing Disciplines to the OB Field (cont’d)

20. Contributing Disciplines to the OB Field (cont’d)

21. Contributing Disciplines to the OB Field (cont’d)

22. Contributing Disciplines to the OB Field (cont’d)

23. There Are Few Absolutes in OB
Contingency
Variablesx y

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

25. Challenges and Opportunity for OB (cont’d)
1. Improving People Skills
2. Empowering People
3. Coping with “Temporariness”
4. Stimulation Innovation and Change
5. Helping Employees Balance Work/Life Conflicts
6. Improving Ethical Behavior

26. Basic OB Model, Stage I

27. The Dependent Variables
x
y

28. The Dependent Variables (cont’d)

29. The Dependent Variables (cont’d)

30. The Dependent Variables (cont’d)

31. The Dependent Variables (cont’d)

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