Organizational Behavior
Fundamentals
1.1 Definition of Organizational Behavior
1.2 Contributing Disciplines to the OB field
1.3Managing Organizations
1.4 Effectiveness
1.5 OB Challenges and Opportunities
ORGANIZATIONAL BEHAVIOR
T E N T H
E D I T I O N
What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Where Managers Work
Management Functions
Planning
Organizing
Management
Functions
Controlling
Leading
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Mintzberg’s Managerial Roles
EXHIBIT
1-1a
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT
1-1b
Mintzberg’s Managerial Roles (cont’d)
EXHIBIT
1-1c
Management Skills
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
Allocation of Activities by Time
EXHIBIT
1-2
Seatwork: 1 Whole sheet of paper
Identify one manager and be able to discuss
his/her activities. Explain why would you
categorize this manager as average,
successful or effective manager
Enter Organizational Behavior
Contributing Disciplines to the OB Field
EXHIBIT
1-3a
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3b
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3c
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3d
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3f
Enter Organizational Behavior
Contributing Disciplines to the OB Field
EXHIBIT
1-3a
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3b
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3c
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3d
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3f
Managing Organizations
The Organization’s Environment
How an organization is structured and
operates depends on
The needs of customers or clients
Legal and political constraints
Economic and technological changes
Managers work in an increasingly
unpredictable environment
Managing Organizations
Behavior Within Organizations
 Determinants of individual performance
Individual Characteristics
Individual motivation
Group behavior
Leadership
Power and politics
Intergroup behavior, conflict
Reward and appraisal systems
Groups and interpersonal influence
Managing Organizations
Organizational structure refers to the division of labor as well
as the patterns of coordination, communication, workflow,
and formal power that direct organizational activities.
• Includes not only diagramming which employees report to
which managers but also:
1. Reporting relationships, but it also relates to job design,
2. Information flow
3. Work standards and rules
4. Team dynamics
5. Power relationships
Managing Organizations
Processes
• Process is a systematic arrangement of actions
design to achieve specific outcomes
There are several techniques being used.
Effectiveness
1. Goal Approach
2. Systems Theory Approach – views the
organization as a unified, purposeful
system composed of interrelated parts.
3. Stakeholder Approach4. Organizational Development and
Change
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
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