Chapter

ONE

What is
Organizational
Behavior?

What
What Managers
Managers Do
Do
Managers (or administrators)
Individuals who achieve goals through other
people.
Managerial
ManagerialActivities
Activities
Make
Makedecisions
decisions
Allocate
Allocateresources
resources
Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

Where
Where Managers
Managers Work
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.

Management
Management Functions
Functions
Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

Management
Management Functions
Functions (contd)
(contd)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities.

Management
Management Functions
Functions (contd)
(contd)
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.

Management
Management Functions
Functions (contd)
(contd)
Leading
A function that includes motivating
employees, directing others,
selecting the most effective
communication channels, and
resolving conflicts.

Management
Management Functions
Functions (contd)
(contd)
Controlling
Monitoring activities to ensure they are
being accomplished as planned and
correcting any significant deviations.

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 11
E X H I B I T 11

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 11 (contd)
E X H I B I T 11 (contd)

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 11 (contd)
E X H I B I T 11 (contd)

Management
Management Skills
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.

Effective
Effective Versus
Versus Successful
Successful
Managerial
Managerial Activities
Activities
1.
1.Traditional
Traditionalmanagement
management
Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling

2.
2.Communication
Communication
Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork

3.
3.Human
Humanresource
resourcemanagement
management
Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training

4.
4.Networking
Networking
Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

Effective
Effective Versus
Versus Successful
Successful
Managerial
Managerial Activities
Activities

Enter
Enter Organizational
Organizational Behavior
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
organizations effectiveness.

Major Workforce Diversity

Categories
Gender
Gender

National
National
Origin
Origin

Disability
Disability
Age
Age

Non-Christian
Non-Christian

Race
Race
Domestic
Domestic
Partners
Partners

E X H I B I T 14
E X H I B I T 14

Challenges and Opportunity for

OB (contd)

Improving People Skills

Empowering People
Stimulating Innovation and Change
Coping with Temporariness
Working in Networked Organizations
Helping Employees Balance Work/Life
Conflicts
Improving Ethical Behavior
Managing People during the War on Terrorism

The Dependent Variables (contd)

Productivity
A performance measure that
includes effectiveness and
efficiency.
Effectiveness
Achievement of goals.
Efficiency
Meeting goals at a low
cost.

The Dependent Variables (contd)

Absenteeism
The failure to report to
work.

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

The Dependent Variables (contd)

Deviant Workplace Behavior
Voluntary behavior that violates
significant organizational norms
and thereby threatens the wellbeing of the organization and/or
any of its members.

The Dependent Variables (contd)

Organizational citizenship
behavior (OCB)
Discretionary behavior that is
not part of an employees
formal job requirements, but
that nevertheless promotes the
effective functioning of the
organization.

The Dependent Variables (contd)

Job satisfaction
A general attitude (not a behavior) toward ones
job; a positive feeling of one's job resulting from
an evaluation of its characteristics.