ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H
© 2003 Prentice Hall Inc. All rights reserved.
E D I T I O N
PowerPoint Presentation by Charlie Cook
OBJECTIVES
LEARNING
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.
© 2003 Prentice Hall Inc. All rights reserved.
1–2
O B J E C T I V E S (cont’d)
LEARNING
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.
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1–3
What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
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1–4
Where Managers Work
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1–5
Management Functions
Planning
Organizing
Management
Functions
Controlling
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Leading
1–6
Management Functions (cont’d)
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1–7
Management Functions (cont’d)
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1–8
Management Functions (cont’d)
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1–9
Management Functions (cont’d)
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1–10
Mintzberg’s Managerial Roles
EXHIBIT
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1-1a
1–11
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT
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1-1b
1–12
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT
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1-1c
1–13
Management Skills
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1–14
Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communications
• 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
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1–15
Allocation of Activities by Time
EXHIBIT
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1-2
1–16
Enter Organizational Behavior
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1–17
Contributing Disciplines to the OB Field
EXHIBIT
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1-3a
1–18
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
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1-3b
1–19
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
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1-3c
1–20
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
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1-3d
1–21
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
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1-3f
1–22
There Are Few Absolutes in OB
x
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Contingency
Variables
y
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
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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
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1–25
Basic OB Model, Stage I
EXHIBIT
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1-6
1–26
The Dependent Variables
y
x
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1–27
The Dependent Variables (cont’d)
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1–28
The Dependent Variables (cont’d)
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1–29
The Dependent Variables (cont’d)
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1–30
The Dependent Variables (cont’d)
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1–31
The Independent Variables
Independent
Variables
Individual-Level
Variables
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Group-Level
Variables
Organization
System-Level
Variables
1–32