Chapter

Chapter One
One

What Is Organizational
Behavior

1–1
What
What Managers
Managers Do
Do

Managers (or administrators)

Individuals who achieve goals through other people.

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

1–2
Where
Where Managers
Managers Work
Work

Organization
A consciously coordinated social unit, composed of
two or more people, that functions on a relatively
continuous basis to achieve a common goal or set of
goals.

1–3
Management
Management Functions
Functions
Planning
A process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing
Determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions
are to be made.
Leading
A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.

Controlling
Monitoring activities to ensure they are being accomplished as
planned and correcting any significant deviations.
1–4
Ten Basic Managerial Roles
Management
Management Skills
Skills

Technical skills
The ability to apply specialized knowledge or expertise.

Human skills
The ability to work with, understand, and motivate other
people, both individually and in groups.

Conceptual Skills
The mental ability to analyze and diagnose complex situations.

1–6
Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)

1. Traditional management
• Decision making, planning, and controlling
2. Communication
• 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

1–7
Enter
Enter Organizational
Organizational Behavior
Behavior

Organizational behavior (OB)

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.

1–8
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
Psychology
The science that seeks to measure, explain, and sometimes change
the behavior of humans and other animals.

Sociology
The study of people in relation to their fellow human beings.

Social Psychology
An area within psychology that blends concepts from psychology and
sociology and that focuses on the influence of people on one another.

Anthropology
The study of societies to learn about human beings and their
activities.

Political Science
The study of the behavior of individuals and groups within a
political environment.
1–9
Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
 Responding to Economic Pressure
– In good times, OB approaches come with how to
reward, satisfy and retain employees
– In bad times, stress, decision making and adaptation
are to be managed
 Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Overseeing movement of jobs to countries with low-
cost labor
 Managing Workforce Diversity
– Embracing diversity
– Changing demographics
– Recognizing and responding to differences 1–10
Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures
 Improving People Skills
– Predicting people skills
– Learning ways to design motivating jobs, techniques
for improving personal skills and to create effective
teams
 Stimulating innovation and change
– Fostering creativity may lead to excellence
– Developing ideas to stimulate innovation

1–11
Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 Coping with temporariness
– Organizations are now fast and flexible
– All skills and knowledge are temporary, hence are
needed to be improved and updated
– Temporary work groups are to be maintained
efficiently
– Through shaped OB, temporariness, flexibility,
spontaneity and unpredictability can be overcome
 Working in a networked organization
– Motivating and collaborating distant employees need
advanced OB techniques
 Helping employees balance work-life conflicts
– Work life is interfering personal life
– Job satisfaction should be provided by OB practices 1–12
Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
 Creating a positive work environment
– Fostering positivity helps to create a warm
environment
– Positivity may lead to success
 Improving ethical behavior
– Ethically healthy climate is a must for modern
organization
– OB practices may lead to develop skills to establish
code of conducts
– Protection from unethical practices

1–13
AAbasic
basic OB
OB model
model

1–14