Organizational Behavior 10e - Stephen P. · PPT file · Web view · 2007-04-25... Allocation of Activities by Time Enter Organizational Behavior Contributing Disciplines to...
Post on 26-Mar-2018
218 Views
Preview:
Transcript
ORGANIZATIONAL BEHAVIORS 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
© 2003 Prentice Hall Inc. All rights reserved. 1–2
AFTER STUDYING THIS CHAPTER,YOU SHOULD 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.L E
A R
N I
N G
O
B J
E C
T I V
E S
© 2003 Prentice Hall Inc. All rights reserved. 1–3
AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:
6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.
8. Identify the three levels of analysis in this book’s model.
L E
A R
N I
N G
O
B J
E C
T I V
E S
(co
nt’d
)
© 2003 Prentice Hall Inc. All rights reserved. 1–4
What Managers Do
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
© 2003 Prentice Hall Inc. All rights reserved. 1–5
Where Managers Work
© 2003 Prentice Hall Inc. All rights reserved. 1–6
Management Functions
ManagementManagementFunctionsFunctions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
© 2003 Prentice Hall Inc. All rights reserved. 1–7
Management Functions (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–8
Management Functions (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–9
Management Functions (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–10
Management Functions (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–11
E X H I B I T 1-1a
Mintzberg’s Managerial Roles
© 2003 Prentice Hall Inc. All rights reserved. 1–12
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–13
E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–14
Management Skills
© 2003 Prentice Hall Inc. All rights reserved. 1–15
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
© 2003 Prentice Hall Inc. All rights reserved. 1–16
E X H I B I T 1-2
Allocation of Activities by Time
© 2003 Prentice Hall Inc. All rights reserved. 1–17
Enter Organizational Behavior
© 2003 Prentice Hall Inc. All rights reserved. 1–18
Contributing Disciplines to the OB Field
E X H I B I T 1-3a
© 2003 Prentice Hall Inc. All rights reserved. 1–19
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
© 2003 Prentice Hall Inc. All rights reserved. 1–20
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
© 2003 Prentice Hall Inc. All rights reserved. 1–21
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
© 2003 Prentice Hall Inc. All rights reserved. 1–22
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
© 2003 Prentice Hall Inc. All rights reserved. 1–23
There Are Few Absolutes in OB
ContingencyContingencyVariablesVariablesx y
© 2003 Prentice Hall Inc. All rights reserved. 1–24
Challenges 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. 1–25
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. 1–26
E X H I B I T 1-6
Basic OB Model, Stage I
© 2003 Prentice Hall Inc. All rights reserved. 1–27
The Dependent Variables
x
y
© 2003 Prentice Hall Inc. All rights reserved. 1–28
The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–29
The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–30
The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–31
The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–32
The Independent Variables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
top related