1. Organizational
Behavior
Session I
Chapters 1, 2, & 3

2. Chapter 1
Learning Objectives
Define organizational behavior (OB)
Demonstrate the importance of interpersonal skills in the workplace
Describe the manager’s functions, roles, and skills
Show the value to OB of systematic study
Identify the major behavioral science disciplines that contribute to OB
Demonstrate why few absolutes apply to OB
Identify the challenges and opportunities managers have in applying
OB concepts
Compare the three levels of analysis in this book’s model

3. What is Organizational
Behavior?
A field of study from 3-perspectives
individual
group
organization
A manager must understand all the factors associated
with these three areas

4. What is Organizational
Behavior?
Behavior is NOT wholly unpredictable
how people act
why people act as they do
how to predict and manage behavior
Organizational Behavior (OB) is more than
common sense
intuition
soothsaying

5. Why is Interpersonal
Skills Important?
Until the late 1980s, business school curricula emphasized
on:
the technical aspects of management
economics
accounting
finance
quantitative techniques
Today, business faculty realize the role that understanding
human behavior plays in determining a manager’s
effectiveness
Successful manager’s must possess strong interpersonal
skills

6. What Managers Do
Manager = an individual who achieves goals through
other people by:
making decisions
allocating resources
directing activities of other to attain goals
Managers plan, organize, lead, and control

7. Management Functions
Planning
defining an organization's goals
establishing a strategy to achieve those goals
develop plans to integrate and coordinate activities
Organizing
determine what task are to be done
responsibility
who reports to whom
where decisions are to be made

8. Management Functions
Leading
motivate
direct activities
select communication channels
resolve conflicts
Controlling
monitor
compare
correct

9. Management Skills
Technical Skills
Human Skills
Conceptual Skills

10. Effective vs. Successful
Managerial Activities
Allocation of Activities by Time
Successful / Effective Managers
48% / 11% Traditional management
13% / 19%
Human resource
management
28% / 44%
Communication
11% / 26%
Networking
Success & Effectiveness = Strong Interpersonal Skills

11. Behavioral Science
Disciplines
Psychology
study of problems, such as, fatigue, leadership
effectiveness, motivational forces, decision-making processes
Social Psychology
study change, such as, changing attitudes, building
trust, group behavior, power, & conflict
Sociology
study of people, such as, organizational culture, formal
organization theory and structure, communications
Anthropology
study of societies, such as, fundamental values, attitudes

12. Challenges and
Opportunities for OB
Responding to economic pressures
Responding to Globalization
Improving customer service
80% of employees work in service jobs in the U.S.
73% in Australia, 69% in U.K. , 68% in Germany, 65% in Japan
Helping employees balance work-life conflicts
Creating a positive work environment
Improving ethical behavior