ORGANIZATIONAL BEHAVIOR T E N T H E D I T I O N

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

Management Functions Management Functions Planning Organizing Leading Controlling Management Functions

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

Mintzberg’s Managerial Roles Interpersonal Roles: Figurehead, Leader, Liason Informational Roles: Monitor, Disseminator, Spokesperson Decisional Roles: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

Management Skills

Luthan’s “Effective” vs. “Successful” Managers….

Enter Organizational Behavior

Contributing Disciplines to OB Psychology Sociology Social Psychology Anthropology Political Science

There Are Few Absolutes in OB Contingency Variables x y

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

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

The Dependent Variables y x

The Dependent Variables (cont’d)

The Dependent Variables (cont’d)

The Dependent Variables (cont’d)

The Dependent Variables (cont’d)

The Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

Summary: Highlights Managers need to develop interpersonal skills OB is a systematic field of study; focus on IVs and DVs OB is designed to help individuals and their organizations adapt to change and continue to improve