ORGANIZATIONAL

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

Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
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WHERE MANAGERS WORK

1–4
MANAGEMENT FUNCTIONS

Planning Organizing

Management
Functions

Controlling Leading

1–5
MANAGEMENT FUNCTIONS (CONT’D)

1–6
MANAGEMENT FUNCTIONS (CONT’D)

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MANAGEMENT FUNCTIONS (CONT’D)

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MANAGEMENT FUNCTIONS (CONT’D)

1–9
MINTZBERG’S MANAGERIAL ROLES

1–10
MINTZBERG’S MANAGERIAL ROLES
(CONT’D)

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MINTZBERG’S MANAGERIAL ROLES
(CONT’D)

1–12
MANAGEMENT SKILLS

1–13
ENTER ORGANIZATIONAL BEHAVIOR
Organizational behavior
A field of study that investigates the impact individuals,
groups and structure have on behavior within organizations,
for the purpose of applying such knowledge toward
improving an organization’s effectiveness.
Core topics:
Motivation
Leader behavior and power
Interpersonal communication
Group structure and process
Attitude development and perception
Change process
Conflict and negotiation 1–14
Work design
CONTRIBUTING DISCIPLINES TO THE OB FIELD

1–15
CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)

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CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)

1–17
CONTRIBUTING DISCIPLINES TO THE OB FIELD
(CONT’D)

1–18
CHALLENGES AND OPPORTUNITY FOR
OB
 Economic Pressures
 Responding to Globalization

 Workforce Demographics

 Workforce Diversity

 Improving Customer Service

 Improving People skill

 Networked Organization

 Social Media

 Employee Well-being at work

 Positive Work Environment

1–19
 Ethical behavior