Copyright © 2017 Pearson Education, Inc. 1-1Copyright .docx

Copyright © 2017 Pearson Education, Inc. 1-1
Copyright © 2017 Pearson Education, Inc.
What Is
Organizational
Behavior?
1
Learning Objectives
skills in the workplace.
that contribute to OB.

ges and opportunities
in applying OB concepts.
text’s OB model.
1-3
Demonstrate the Importance of
Interpersonal Skills in the Workplace
Interpersonal skills are important because…
performance.
turnover of quality employees and higher quality
applications for recruitment.
quality of workplace relationships and job
satisfaction, stress, and turnover.
1-4
LO 1

through other people in organizations.
unit composed of two or more people that
functions on a relatively continuous basis to
achieve a common goal or set of goals.
controlling.
concluded that managers perform ten
different, highly interrelated roles or sets of
behaviors attributable to their jobs.
1-5
Describe the Manager’s
Functions, Roles, And Skills
LO 2

Functions, Roles, and Skills
LO 2
Functions, Roles, and Skills
– the ability to apply
specialized knowledge or expertise. All jobs
require some specialized expertise, and
many people develop their technical skills
on the job.
– the ability to work with,
understand, and motivate other people,
both individually and in groups.
– the mental ability to
analyze and diagnose complex situations.
1-7
LO 2

Effective Versus Successful
Managerial Activities
managers engage in four managerial
activities:
1. Traditional management
2. Communication
3. Human resource management
4. Networking
1-8
LO 2
Effective Versus Successful
Managerial Activities
1-9
LO 2

Define Organizational Behavior
Organizational behavior (OB) is 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.
1-10
LO 2
Complementing Intuition
with Systematic Study
the person perceived the situation and what is
important to him or her.
-Based Management (EBM)

on evidence.
those “gut feelings” about “why I do what I do”
and “what makes others tick.”
instinct, we’re likely working with incomplete
information.
1-11
LO 3
Big Data
The use of Big Data for managerial practices is a
relatively new area, but one that holds convincing
promise.
The reasons for data analytics include predicting
any event, detecting how much risk is incurred at
any time, and preventing catastrophes.

The use of Big Data for understanding, helping,
and managing people is relatively new but holds
promise.
Use evidence as much as possible to inform your
intuition and experience.
1-12
LO 3
Organizational behavior is an applied
behavioral science that is built upon
contributions from a number of behavioral
disciplines:
1-13
Identify the Major Behavioral Science
Disciplines That Contribute to OB

LO 4
LO 4
seeks to measure, explain, and sometimes
change the behavior of humans and other
animals.
blends the concepts of psychology and
sociology.
1-15

LO 4
studies people in relation to their social
environment or culture.
is the study of societies to learn about human
beings and their activities.
1-16
LO 4
Demonstrate Why Few
Absolutes Apply to OB

principles that explain organizational behavior.
ariables
situational factors are variables that
moderate the relationship between the
independent and dependent variables.
1-17
LO 5
Identify the Challenges and
Opportunities of OB Concepts
1-18
LO 6

management is an asset.
reward, satisfy, and retain employees is at
a premium.
making, and coping come to the forefront.
1-19
LO 6
with low-cost labor.

norms.
1-20
LO 6
1-21
LO 6
rce diversity – organizations are
becoming more heterogeneous in terms of
gender, age, race, ethnicity, sexual

orientation, and inclusion of other diverse
groups.
1-22
LO 6
interaction with customers.
associated with customer satisfaction.
-responsive culture.
1-23
LO 6

effectiveness.
allow managers to predict employee
behavior in given situations.
1-24
LO 6
more pronounced.

in networked organizations.
“online” require different techniques.
1-25
LO 6
-
being.
1-26
LO 6

-being at work
work no longer sleeps.
vehicle for working at any time or any place.
week.
—
creating conflict.
surpasses job security as an employee
priority.
1-27
LO 6

concerned with how organizations develop
human strength, foster vitality and resilience,
and unlock potential.
strengths versus their limitations, as
employees share situations in which they
performed at their personal best.
1-28
LO 6
situations in which an individual is required to
define right and wrong conduct.

defined.
guide employees through ethical dilemmas.
climate.
1-29
LO 6
Three Levels of Analysis in
This Text’s OB Model
1-30
LO 7
This Book’s OB Model
1-31

group structure, and
organizational culture that lead
to processes.
tructure, roles, and
team responsibilities are
typically assigned immediately
before or after a group is
formed.
culture change over time.
LO 7
1-32

nouns in organizational
behavior, processes are
like verbs.
individuals, groups, and
organizations engage in
as a result of inputs, and
that lead to certain
outcomes.
LO 7
1-33

you want to explain
or predict, and that
are affected by
some other
variables.
LO 7
Outcome Variables
employees make, ranging from positive to
negative, about objects, people, or events.
asant psychological
process that occurs in response to
environmental pressures.
1-34

LO 7
Outcome Variables
efficiency at doing your core job tasks is a
reflection of your level of task performance.
1-35
LO 7
Outcome Variables
an employee’s formal job requirements, and
that contributes to the psychological and
social environment of the workplace, is

called organizational citizenship
behavior.
1-36
LO 7
Outcome Variables
hdrawal behavior is the set of actions
that employees take to separate themselves
from the organization.
1-37
LO 7
Outcome Variables

members of a group support and validate
one another at work.
and quality of a group’s work output.
1-38
LO 7
Outcome Variables
An organization is productive if it achieves
its goals by transforming inputs into outputs
at the lowest cost. This requires both
effectiveness and efficiency.
survival, which is simply evidence that the

organization is able to exist and grow over
the long term.
1-39
LO 7
The Plan of the Text
1-40
LO 7
Implications for Managers
on to rely on generalizations;
some provide valid insights into human behavior,
but many are erroneous.
“hunches” to explain cause-and-effect
relationships.

increase
your leadership potential.
1-41
Implications for Managers
skills through training and staying current with
OB trends like “big data”.
ove your employees’ work quality
and productivity by showing you how to
empower your employees, design and
implement change programs, improve customer
service, and help your employees balance work-
life conflicts.
1-42

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