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    CH 01

    Uploaded by

    Shuja Ilyas
    The document discusses organizational behavior and defines it as the systematic study of how individuals and groups act within organizations. It outlines the objectives of understanding OB, which include defining OB, describing managerial activities and functions, and explaining how behavioral science disciplines contribute to OB. The summary provides an overview of the key topics covered in the document, but does not include all the details or examples presented.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd

    CH 01

    Uploaded by

    Shuja Ilyas
    49 views32 pages
    The document discusses organizational behavior and defines it as the systematic study of how individuals and groups act within organizations. It outlines the objectives of understanding OB, which include defining OB, describing managerial activities and functions, and explaining how behavioral science disciplines contribute to OB. The summary provides an overview of the key topics covered in the document, but does not include all the details or examples presented.

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    ch01

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    The document discusses organizational behavior and defines it as the systematic study of how individuals and groups act within organizations. It outlines the objectives of understanding OB, which include defining OB, describing managerial activities and functions, and explaining how behavioral science disciplines contribute to OB. The summary provides an overview of the key topics covered in the document, but does not include all the details or examples presented.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    49 views32 pages

    CH 01

    Uploaded by

    Shuja Ilyas
    The document discusses organizational behavior and defines it as the systematic study of how individuals and groups act within organizations. It outlines the objectives of understanding OB, which include defining OB, describing managerial activities and functions, and explaining how behavioral science disciplines contribute to OB. The summary provides an overview of the key topics covered in the document, but does not include all the details or examples presented.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 32

    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.
    3. Explain the value of the systematic study of
    LEARNING

    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.

    1–2
    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
    book’s model.
    LEARNING

    1–3
    What Managers Do

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

    1–4
    Where Managers Work

    1–5
    Management Functions

    Planning Organizing

    Management
    Functions

    Controlling Leading

    1–6
    Management Functions (cont’d)

    1–7
    Management Functions (cont’d)

    1–8
    Management Functions (cont’d)

    1–9
    Management Functions (cont’d)

    1–10
    Mintzberg’s Managerial Roles

    EXHIBIT 1-1a

    1–11
    Mintzberg’s Managerial Roles (cont’d)

    EXHIBIT 1-1b

    1–12
    Mintzberg’s Managerial Roles (cont’d)

    EXHIBIT 1-1c

    1–13
    Management Skills

    1–14
    Effective Versus Successful Managerial
    Activities (Luthans)

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

    1–15
    Allocation of Activities by Time

    EXHIBIT 1-2

    1–16
    Enter Organizational Behavior

    1–17
    Contributing Disciplines to the OB Field

    EXHIBIT 1-3a

    1–18
    Contributing Disciplines to the OB Field (cont’d)

    EXHIBIT 1-3b

    1–19
    Contributing Disciplines to the OB Field (cont’d)

    EXHIBIT 1-3c

    1–20
    Contributing Disciplines to the OB Field (cont’d)

    EXHIBIT 1-3d

    1–21
    Contributing Disciplines to the OB Field (cont’d)

    EXHIBIT 1-3f

    1–22
    There Are Few Absolutes in OB

    x Contingency
    Variables y
    1–23
    Challenges and Opportunity for OB
     Responding to Globalization
     Managing Workforce Diversity
     Improving Quality and Productivity
     Responding to the Labor Shortage
     Improving Customer Service

    1–24
    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

    1–25
    Basic OB Model, Stage I

    EXHIBIT 1-6

    1–26
    The Dependent Variables

    x
    1–27
    The Dependent Variables (cont’d)

    1–28
    The Dependent Variables (cont’d)

    1–29
    The Dependent Variables (cont’d)

    1–30
    The Dependent Variables (cont’d)

    1–31
    The Independent Variables

    Independent
    Variables

    Individual-Level Group-Level Organization


    Variables Variables System-Level
    Variables

    1–32

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