eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter One
One

What Is Organizational
Behavior

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
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
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 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

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 Where
Where Managers
Managers Work
Work

Organization
Groups of people who work
interdependently toward some purpose.

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 Management
Management Functions
Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading

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 Management
Management Functions
Functions (cont’d)
(cont’d)

Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

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 Management
Management Functions
Functions (cont’d)
(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.

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 Management
Management Functions
Functions (cont’d)
(cont’d)

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

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 Management
Management Functions
Functions (cont’d)
(cont’d)

Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

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 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1
by H. Mintzberg. Reprinted by permission of Pearson Education.
E X H I B I T 1–1

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 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
E X H I B I T 1–1 (cont’d)

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 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 E X H I B I T 1–1 (cont’d)
by H. Mintzberg. Reprinted by permission of Pearson Education.
E X H I B I T 1–1 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 1–12

 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.

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 Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)

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

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 Allocation
Allocation of
of Activities
Activities by
by Time
Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, E X H I B I T 1–2

Real Managers (Cambridge, MA: Ballinger, 1988). E X H I B I T 1–2

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 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 organization’s effectiveness.

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 Why
Why Study
Study Organization
Organization Behavior?
Behavior?

 Satisfying the need to understand and

predict
 Influencing organizational events

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 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
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 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Preconceived The
Notions ≠ Facts

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 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
 Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Overseeing movement of jobs to countries with low-
cost labor
 Managing Workforce Diversity
– Embracing diversity
– Implications for managers
• Recognizing and responding to differences

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 Major
Major Workforce
Workforce Diversity
Diversity Categories
Categories

Gender
Gender
National
National
Disability
Disability Origin
Origin

Age
Age
Non-Christian
Non-Christian
Race
Race
Domestic
Domestic
Partners
Partners

E X H I B I T 1–5
E X H I B I T 1–5

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 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)

 Improving Quality and Productivity

– Quality management (QM)
– Process reengineering

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 Improving
Improving Quality
Quality and
and Productivity
Productivity
 Quality management (QM)
– The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
– Requires employees to rethink what they do and
become more involved in workplace decisions.
 Process reengineering
– Asks managers to reconsider how work would be done
and their organization structured if they were starting
over.
– Instead of making incremental changes in processes,
reengineering involves evaluating every process in
terms of its contribution.

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 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (cont’d)
(cont’d)
 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

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 Five
Five Anchors
Anchors of
of Organizational
Organizational Behavior
Behavior
 Multidisciplinary Anchor
 Scientific Method Anchor
 Contingency Anchor
 Multiple Levels of Analysis Anchor
 Open System Anchor

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