This document outlines the key objectives and concepts around organizational behavior, including defining OB, describing managerial activities and functions, explaining the contributions of behavioral science disciplines to OB, and identifying major challenges and opportunities for applying OB concepts. The objectives are to understand what managers do, the value of systematically studying OB, and why managers require knowledge of OB in order to effectively lead organizations and allocate resources to achieve goals.

1. ORGANIZATIONAL
BEHAVIOR

2. O B J E C T I V E S AFTER STUDYING THIS CHAPTER AND
AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL BE ABLE TO:
YOU WILL BE ABLE TO:
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of
L E A R N I N G
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.

3. O B J E C T I V E S (cont’d)
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
L E A R N I N G

4. What Managers Do
What Managers Do
Managerial Activities
Managerial Activities
••Make decisions
Make decisions
••Allocate resources
Allocate resources
••Direct activities of others
Direct activities of others
to attain goals
to attain goals

5. Where Managers Work
Where Managers Work

6. Management Functions
Management Functions
Planning
Planning Organizing
Organizing
Management
Management
Functions
Functions
Controlling
Controlling Leading
Leading

7. Management Functions (cont’d)
Management Functions (cont’d)

8. Management Functions (cont’d)
Management Functions (cont’d)

9. Management Functions (cont’d)
Management Functions (cont’d)

10. Management Functions (cont’d)
Management Functions (cont’d)

11. Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles
EXHIBIT 1-1a

12. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT 1-1b

13. Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT 1-1c

14. Management Skills
Management Skills

15. Effective Versus Successful Managerial
Effective Versus Successful Managerial
Activities (Luthans)
Activities (Luthans)
1. Traditional management
1. Traditional management
• •Decision making, planning, and controlling
Decision making, planning, and controlling
2. Communications
2. Communications
• •Exchanging routine information and processing
Exchanging routine information and processing
paperwork
paperwork
3. Human resource management
3. Human resource management
• •Motivating, disciplining, managing conflict, staffing,
Motivating, disciplining, managing conflict, staffing,
and training
and training
4. Networking
4. Networking
• •Socializing, politicking, and interacting with others
Socializing, politicking, and interacting with others

16. Allocation of Activities by Time
Allocation of Activities by Time
EXHIBIT 1-2

17. Enter Organizational Behavior
Enter Organizational Behavior

18. Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
EXHIBIT 1-3a

19. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT 1-3b

20. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT 1-3c

21. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT 1-3d

22. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT 1-3f

23. There Are Few Absolutes in OB
There Are Few Absolutes in OB
x Contingency
Variables y

24. Challenges and Opportunity for OB
Challenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

25. Challenges and Opportunity for OB (cont’d)
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

26. Basic OB Model, Stage II
Basic OB Model, Stage
EXHIBIT 1-6

27. The Dependent Variables
The Dependent Variables
y
x

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

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

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

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

32. The Independent Variables
The Independent 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