What Is Organizational
Behaviour?
What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
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Where Managers Work
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Management Functions
Planning
Organizing
Management
Functions
Controlling
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Leading
Management Functions (cont’d)
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Management Functions (cont’d)
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Management Functions (cont’d)
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Management Functions (cont’d)
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Mintzberg’s Managerial Roles
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Mintzberg’s Managerial Roles (cont’d)
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Mintzberg’s Managerial Roles (cont’d)
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Management Skills
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Enter Organizational Behavior
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Contributing Disciplines to the OB Field
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Why Do We Study OB?
 To learn about yourself and how to deal with
others
 You are part of an organization now, and will
continue to be a part of various organizations
 Organizations are increasingly expecting
individuals to be able to work in teams, at least
some of the time
 Some of you may want to be managers or
entrepreneurs
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What Is an Organization?
 A consciously coordinated social unit,
composed of a group of people, which
functions on a relatively continuous basis
to achieve a common goal or set of goals.
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Challenges Facing the Workplace
Organizational Level
•
•
•
•
Productivity
Developing Effective Employees
Global Competition
Managing in the Global Village
Group Level
•
•
Working With Others
Workforce Diversity
Individual Level
•
•
•
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Job Satisfaction
Empowerment
Behaving Ethically
Workplace
Challenges and Opportunity for OB
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Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
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Challenges and Opportunity for OB (cont’d)
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Improving People Skills
Empowering People
Coping with “Temporariness”
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
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Basic OB Model, Stage I
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The Dependent Variables
y
x
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Independent Variables
Independent
Variables
Individual-Level
Variables
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Group-Level
Variables
Organization
System-Level
Variables
The Rigour of OB
 OB looks at consistencies
– What is common about behaviour, and helps
predictability?
 OB is more than common sense
– Systematic study, based on scientific evidence
 OB has few absolutes
 OB takes a contingency approach
– Considers behaviour in context
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Competing Values Framework
External Focus
Internal Focus
Flexibility
Control
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Competing Values Framework
 Internal-External Dimension
– Inwardly toward employee needs and concerns and/or
production processes and internal systems
or
– Outwardly, toward such factors as the marketplace,
government regulations, and the changing social,
environmental, and technological conditions of the future
 Flexibility-Control Dimension
– Flexible and dynamic, allowing more teamwork and
participation; seeking new opportunities for products and
services
or
– Controlling or stable, maintaining the status quo and
exhibiting less change
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