©Prentice Hall, 2001Chapter 11 What Is Organizational Behavior?

©Prentice Hall, 2001Chapter 12 PlanningControlling LeadingOrganizing The Functions of Management

©Prentice Hall, 2001Chapter 13 The Roles of Management InformationalInterpersonal Decisional

©Prentice Hall, 2001Chapter 14 The Skills That Managers Need The Skills That Managers Need TechnicalTechnicalHumanHumanConceptualConceptual

©Prentice Hall, 2001Chapter 15 Managerial Activities TraditionalManagement Networking Communication Managing Human Resources

©Prentice Hall, 2001Chapter 16 Levels of OB Analysis Individuals Groups Structures

©Prentice Hall, 2001Chapter 17 The Study of Organizational Behavior Individual Group Organization Study of OrganizationalBehavior Social Psychology Political Science Anthropology Psychology Sociology

©Prentice Hall, 2001Chapter 18 Improving People Skills PersonalInsightWorkplaceSkills Concepts and Theories

©Prentice Hall, 2001Chapter 19 Empowering the Workforce Managers Are Giving Up Controls Workers Are AcceptingResponsibility

©Prentice Hall, 2001Chapter 110 Stimulating Innovation and Change Maintaining flexibility Improving quality Introducing new products and services

©Prentice Hall, 2001Chapter 111 Overview of the OB Model Individual Level Group Level Organization Systems Level Time Level III Level II Level I

©Prentice Hall, 2001Chapter 112 TheDependentVariables Productivity Absenteeism Job Satisfaction OrganizationalCitizenship Turnover

©Prentice Hall, 2001Chapter 113 Independent Variables IndividualGroupOrganization Biographical Traits Personality Values & Attitudes Ability Perception Motivation Individual Learning Decision Making Communication Other Groups Conflict Power & Politics Group Structure Work Teams Leadership Decision Making Culture Structure Design Technology Work Processes Selection Processes Training Programs Appraisal Practices