ORGANIZATIONAL BEHAVIOR

Organisational Behaviour
OBJECTIVES
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
LEARNING

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.

Organisational Behaviour
1–2
O B J E C T I V E S (cont’d)
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 model.
LEARNING

Organisational Behaviour
1–3
What Managers Do

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

Organisational Behaviour 1–4

Where Managers Work

Organisational Behaviour 1–5

Management Functions

Planning Organizing

Management
Functions

Controlling Leading

Organisational Behaviour 1–6

Management Functions (cont’d)

Organisational Behaviour 1–7

Management Functions (cont’d)

Organisational Behaviour 1–8

Management Functions (cont’d)

Organisational Behaviour 1–9

Management Functions (cont’d)

Organisational Behaviour 1–10

Mintzberg’s Managerial Roles

EXHIBIT 1-1a

Organisational Behaviour 1–11

Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1b

Organisational Behaviour 1–12

Mintzberg’s Managerial Roles (cont’d)

EXHIBIT 1-1c
Organisational Behaviour 1–13
Management Skills

Organisational Behaviour 1–14

Effective Versus Successful Managerial
Activities (Luthans)

1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
1.
1.Communications
Communications
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
1.
1.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
1.
1.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

Organisational Behaviour 1–15

Allocation of Activities by Time

EXHIBIT 1-2

Organisational Behaviour 1–16

Enter Organizational Behavior

Organisational Behaviour 1–17

Contributing Disciplines to the OB Field

EXHIBIT 1-3a

Organisational Behaviour 1–18

 Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3b

© 2003 Prentice Hall Inc. All rights reserved. Organisational Behaviour 1–19
Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3c

Organisational Behaviour 1–20

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3d

Organisational Behaviour 1–21

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT 1-3f

Organisational Behaviour 1–22

There Are Few Absolutes in OB

x Contingency
Variables y
Organisational Behaviour 1–23
Challenges and Opportunity for OB
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Responding to the Labor Shortage
• Improving Customer Service

Organisational Behaviour 1–24

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

Organisational Behaviour 1–25

Basic OB Model, Stage I

EXHIBIT 1-6

Organisational Behaviour 1–26

The Dependent Variables

x
Organisational Behaviour 1–27
The Dependent Variables (cont’d)

Organisational Behaviour 1–28

The Dependent Variables (cont’d)

Organisational Behaviour 1–29

The Dependent Variables (cont’d)

Organisational Behaviour 1–30

The Dependent Variables (cont’d)

Organisational Behaviour 1–31

The Independent Variables

Independent
Variables

Individual-Level Group-Level Organization

Variables Variables System-Level
Variables

Organisational Behaviour 1–32