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
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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 CookPowerPoint 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 (
con
t’d
)
© 2003 Prentice Hall Inc. All rights reserved. 1–4
What Managers DoWhat Managers Do
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. 1–5
Where Managers WorkWhere Managers Work
© 2003 Prentice Hall Inc. All rights reserved. 1–6
Management FunctionsManagement Functions
ManagementManagementFunctionsFunctions
ManagementManagementFunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling
© 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
Management Functions (cont’d)Management Functions (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–10
Management Functions (cont’d)Management Functions (cont’d)
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E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles
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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. 1–13
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. 1–14
Management SkillsManagement Skills
© 2003 Prentice Hall Inc. All rights reserved. 1–15
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. 1–16
E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time
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Enter Organizational BehaviorEnter Organizational Behavior
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Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a
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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. 1–20
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
© 2003 Prentice Hall Inc. All rights reserved. 1–21
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
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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
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There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingencyVariablesVariablesx y
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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
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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
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E X H I B I T 1-6
Basic OB Model, Stage IBasic OB Model, Stage I
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The Dependent VariablesThe Dependent Variables
x
y
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The Dependent Variables (cont’d)The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–30
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–31
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 1–32
The Independent VariablesThe Independent Variables
IndependentIndependentVariablesVariables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
Group-LevelGroup-LevelVariablesVariables
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