ORGANIZATIONAL

BEHAVIOR

WHAT IS ORGANIATIONAL
BEHAVIOR
After this lecture 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.
6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the
study of OB.
What Managers Do

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
 What’s a Manager Anyway?
Some Alternative Definitions
• Traditional: Person who plans, directs people
and resources.
• New Organization: Person who supports,
coaches, coordinates, and leads.
• Peter Principle: A person promoted to their
level of incompetence.
• Dilbert’s Principle: The most ineffective
workers are systematically moved where they
can do the least damage: to management.
Where Managers Work
 Management Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles
(cont’d)
Mintzberg’s Managerial Roles
(cont’d)
Management Skills
 Effective Versus Successful
Managerial Activities (Luthans)
1.
1.Traditional
Traditionalmanagement
management
••Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling

2.
2.Communications
Communications
••Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork

3.
3.Human
Humanresource
resourcemanagement
management
••Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
&&training
training

4.
4.Networking
Networking
••Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others
Allocation of Activities by Time
Enter Organizational Behavior
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB Field
(cont’d)
 Challenges and Opportunity for OB

• 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)
• Improving People Skills
• Empowering People
• Stimulation Innovation and Change
• Helping Employees Balance Work/Life
Conflicts
• Improving Ethical Behavior
Basic OB Model, Stage I
The Dependent Variables

x
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
 The Independent Variables

Independent
Independent
Variables
Variables

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables