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

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

3. Management Functions Management Functions Planning Organizing Leading
Controlling
Management Functions

4. Management Functions (cont’d)

5. Management Functions (cont’d)

6. Management Functions (cont’d)

7. Management Functions (cont’d)

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

9. Management Skills

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

11. Enter Organizational Behavior

12. Contributing Disciplines to OB
Psychology
Sociology
Social Psychology
Anthropology
Political Science

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

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

15. 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

16. The Dependent Variablesy x

17. The Dependent Variables (cont’d)

18. The Dependent Variables (cont’d)

19. The Dependent Variables (cont’d)

20. The Dependent Variables (cont’d)

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

22. 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