ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Define organizational behavior (OB).

2. Describe what managers do.
LEARNING

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.

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O B J E C T I V E S (cont’d)
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
LEARNING

book’s model.

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 What
What Managers
Managers Do
Do

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

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 Where
Where Managers
Managers Work
Work

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 Management
Management Functions
Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading

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 Management
Management Functions
Functions (cont’d)
(cont’d)

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 Management
Management Functions
Functions (cont’d)
(cont’d)

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 Management
Management Functions
Functions (cont’d)
(cont’d)

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 Management
Management Functions
Functions (cont’d)
(cont’d)

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 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

EXHIBIT 1-1a

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

EXHIBIT 1-1b

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

EXHIBIT 1-1c

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 Management
Management Skills
Skills

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 Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)

1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
2.
2.Communications
Communications
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
3.
3.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
4.
4.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

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 Allocation
Allocation of
of Activities
Activities by
by Time
Time

EXHIBIT 1-2

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 Enter
Enter Organizational
Organizational Behavior
Behavior

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 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field

EXHIBIT 1-3a

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

EXHIBIT 1-3b

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

EXHIBIT 1-3c

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

EXHIBIT 1-3d

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

EXHIBIT 1-3f

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 There
There Are
Are Few
Few Absolutes
Absolutes in
in OB
OB

x Contingency
Variables y
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 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

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 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (cont’d)
(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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 Basic
Basic OB
OB Model,
Model, Stage
Stage II

EXHIBIT 1-6

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 The
The Dependent
Dependent Variables
Variables

x
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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

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 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

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 The
The Independent
Independent Variables
Variables

Independent
Independent
Variables
Variables

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables

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