ORGANIZATIONAL BEHAVIOR

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

2003 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

OBJECTIVES
LEARNING

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.
2003 Prentice Hall Inc.
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12

O B J E C T I V E S (contd)
LEARNING

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
books model.

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13

What
What Managers
Managers Do
Do

Managerial
ManagerialActivities
Activities
Make
Makedecisions
decisions
Allocate
Allocateresources
resources
Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
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14

Where
Where Managers
Managers Work
Work

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15

Management
Management Functions
Functions

Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

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Leading
Leading

16

Management
Management Functions
Functions (contd)
(contd)

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17

Management
Management Functions
Functions (contd)
(contd)

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18

Management
Management Functions
Functions (contd)
(contd)

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19

Management
Management Functions
Functions (contd)
(contd)

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110

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles

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EXHIBIT

1-1a

111

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

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EXHIBIT

1-1b

112

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

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EXHIBIT

1-1c

113

Management
Management Skills
Skills

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114

Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)
1.
1.Traditional
Traditionalmanagement
management
Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling

2.
2.Communications
Communications
Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork

3.
3.Human
Humanresource
resourcemanagement
management
Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training

4.
4.Networking
Networking
Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

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115

Allocation
Allocation of
of Activities
Activities by
by Time
Time

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EXHIBIT

1-2

116

Enter
Enter Organizational
Organizational Behavior
Behavior

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117

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field

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EXHIBIT

1-3a

118

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

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EXHIBIT

1-3b

119

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

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EXHIBIT

1-3c

120

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

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EXHIBIT

1-3d

121

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

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EXHIBIT

1-3f

122

There
There Are
Are Few
FewAbsolutes
Absolutes in
in OB
OB

x
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Contingency
Variables

y
123

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB

Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service

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124

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (contd)
(contd)

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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125

Basic
Basic OB
OB Model,
Model, Stage
Stage II

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EXHIBIT

1-6

126

The
The Dependent
Dependent Variables
Variables

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127

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

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128

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

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129

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

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130

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

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131

The
The Independent
Independent Variables
Variables

Independent
Independent
Variables
Variables

Individual-Level
Individual-Level
Variables
Variables

Group-Level
Group-Level
Variables
Variables

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Organization
Organization
System-Level
System-Level
Variables
Variables

132