1. Introduction to Organizational Behavior
10th Edition
Managing Organizational Behavior
Moorhead & Griffin
Chapter 1
Introduction to Organizational Behavior

2. Chapter Learning Objectives
After studying this chapter you should be able to:
Define organizational behavior.
Identify the functions that comprise the management process and relate them to organizational behavior.
Relate organizational behavior to basic managerial roles and skills.
Describe contemporary organizational behavior.
Discuss contextual perspectives on organizational behavior.
Describe the role of organizational behavior in managing for effectiveness
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3. What is Organizational Behavior?
Organizational behavior (OB) is the study of:
Human behavior in organizational settings
The interface between human behavior and the organization
The organization itself
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4. 1.1 The Nature of Organizational Behavior
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5. The Importance of Organizational Behavior
Organizations can have a powerful influence on our lives:
Most people are born and educated in organizations
Most people acquire most of their material possessions from organizations
Most people die as members of organizations
Many of our activities are regulated by governmental organizations
Most people spend most of their lives in organizations
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6. Why Study OB?
Studying organizational behavior can clarify factors that affect how managers manage by:
Describing the complex human context of organizations
Defining the associated opportunities, problems, challenges, and issues
Isolating important aspects of the manager’s job
Offering specific perspectives on the human side of management
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7. Why Study OB? (cont’d) Studying OB helps managers understand:
The behaviors of others in the organization
Personal needs, motives, behaviors, feelings and career dynamics
Attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior
Interactions with people outside of the organization and other organizations
The environment, technology, and global issues
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8. Organizational Behavior and the Management Process
Management Functions
Planning
Organizing
Leading
Controlling
Resources Used by Managers
Human
Financial
Physical
Information
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9. Functions of Management
Planning
Determining an organization’s desired future position and the best means of getting there
Organizing
Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units
Leading
Getting organizational members to work together toward the organization’s goals
Controlling
Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals
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10. 1.2 Basic Managerial Functions
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11. Organizational Behavior and the Manager’s Job
Interpersonal
Informational
Decision-Making
Basic Managerial Roles
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12. 1.1 Important Managerial Roles
Category
Role
Example
Interpersonal
Figurehead
Attend employee retirement ceremony
Leader
Encourage workers to increase productivity
Liaison
Coordinate activities of two committees
Informational
Monitor
Scan business publications for information about competition
Disseminator
Send out memos outlining new policies
Spokesperson
Hold press conference to announce new plant
Decision Making
Entrepreneur
Develop idea for new product and convince others of its merit
Disturbance handler
Resolve dispute
Resource allocator
Allocate budget requests
Negotiator
Settle new labor contract
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13. Critical Managerial Skills
Technical
Skills necessary to accomplish specific tasks within the organization
Interpersonal
Skills used to communicate with, understand, and motivate individuals and groups
Conceptual
Skills used in abstract thinking
Diagnostic
Skills to understand cause-effect relationships and to recognize optimal solutions to problems
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14. 1.3 Managerial Skills at Different Organizational Levels
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15. Contemporary Organizational Behavior
Characteristics of the Field
Interdisciplinary in focus
Descriptive in nature
Basic Concepts of the Field
Individual processes
Interpersonal processes
Organizational processes/characteristics
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16. 1.4 The Framework for Understanding Organizational Behavior
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17. Contemporary Organizational Behavior
Contextual Perspectives on Organizational Behavior
Systems Perspective
Situational Perspective
Contingency (urgent)
Interactional
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18. The Systems Perspective
An interrelated set of elements that function as a whole—inputs are combined/transformed by managers into outputs from the system
Value of the Systems Perspective
Underscores the importance of an organization’s environment
Conceptualizes the flow and interaction of various elements of the organization.
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19. The Situational Perspective
Recognizes that most organizational situations and outcomes are influenced by other variables
The Universal Model
Presumes a direct cause-and-effect linkage between variables
Complexities of human behavior and organizational settings make universal conclusions virtually impossible
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20. 1.5 The Systems Approach to Organizations
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21. 1.6 Universal Versus Situational Approach
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22. Interactionalism: People and Situations
Interactionalist Perspective
Focuses on how individuals and situations interact continuously to determine individuals’ behavior
Attempts to explain how people select, interpret, and change various situations.
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23. 1.7 The Interactionalist Perspective on Behavior in Organizations
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24. Managing for Effectiveness
Managers work toward accomplishing the various goals (outcomes) that exist at specific levels in an organization:
Individual-level outcomes
Group-level outcomes
Organizational-level outcomes
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25. 1.8 Managing for Effectiveness
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