1. o r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n

2. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook What Is Organizational Behavior Chapter One

3. © 2005 Prentice Hall Inc. All rights reserved.1–2 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. L E A R N I N G O B J E C T I V E S

4. © 2005 Prentice Hall Inc. All rights reserved.1–3 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 book’s OB model. L E A R N I N G O B J E C T I V E S (cont’d)

5. © 2005 Prentice Hall Inc. All rights reserved.1–4 What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managers (or administrators) Individuals who achieve goals through other people.

6. © 2005 Prentice Hall Inc. All rights reserved.1–5 Where Managers Work Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

7. © 2005 Prentice Hall Inc. All rights reserved.1–6 Management Functions PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling

8. © 2005 Prentice Hall Inc. All rights reserved.1–7 Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

9. © 2005 Prentice Hall Inc. All rights reserved.1–8 Management Functions (cont’d) Organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

10. © 2005 Prentice Hall Inc. All rights reserved.1–9 Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

11. © 2005 Prentice Hall Inc. All rights reserved.1–10 Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

12. © 2005 Prentice Hall Inc. All rights reserved.1–11 Mintzberg’s Managerial Roles E X H I B I T 1–1 Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

13. © 2005 Prentice Hall Inc. All rights reserved.1–12 Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

14. © 2005 Prentice Hall Inc. All rights reserved.1–13 Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

15. © 2005 Prentice Hall Inc. All rights reserved.1–14 Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations.

16. © 2005 Prentice Hall Inc. All rights reserved.1–15 Effective Versus Successful Managerial Activities (Luthans) 1.Traditional management Decision making, planning, and controlling 2.Communication Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others 1.Traditional management Decision making, planning, and controlling 2.Communication Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others

17. © 2005 Prentice Hall Inc. All rights reserved.1–16 E X H I B I T 1–2 Allocation of Activities by Time Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

18. © 2005 Prentice Hall Inc. All rights reserved.1–17 Enter Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.