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

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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

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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

)

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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

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Management Functions

ManagementManagementFunctionsFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

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Management Functions (cont’d)

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Management Functions (cont’d)

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Management Functions (cont’d)

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Management Functions (cont’d)

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E X H I B I T 1-1a

Mintzberg’s Managerial Roles

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E X H I B I T 1-1b

Mintzberg’s Managerial Roles (cont’d)

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E X H I B I T 1-1c

Mintzberg’s Managerial Roles (cont’d)

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Management Skills

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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

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E X H I B I T 1-2

Allocation of Activities by Time

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Enter Organizational Behavior

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Contributing 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)

E X H I B I T 1-3b

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Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3c

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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)

E X H I B I T 1-3f

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There Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

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Challenges 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)

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 I

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The Dependent Variables

x

y

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The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)

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The Independent Variables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables