You are on page 1of 17

10th Edition

Managing Organizational Behavior


Moorhead & Griffin

Chapter 1
Introduction to Organizational
Behavior

2012 South-Western, a part of Cengage Learning Prepared by Charlie Cook


All rights reserved. The University of West Alabama
Chapter Learning Objectives
After studying this chapter you should be able to:
1. Define organizational behavior.
2. Identify the functions that comprise the management process
and relate them to organizational behavior.
3. Relate organizational behavior to basic managerial roles and
skills.
4. Describe contemporary organizational behavior.
5. Discuss contextual perspectives on organizational behavior.
6. Describe the role of organizational behavior in managing for
effectiveness

2012 South-Western, a part of Cengage Learning 12


What is .

2012 South-Western, a part of Cengage Learning 13


1.1 The Nature of Organizational Behavior

2012 South-Western, a part of Cengage Learning 14


The Importance of Organizational

Behavior
Organizations can have a powerful
influence on our lives:
Most people are born and educated in
organizations
Most people acquire most of their material
possessions from organizations
Most people die as members of organizations
Many of our activities are regulated by
governmental organizations
Most people spend most of their lives in
organizations

2012 South-Western, a part of Cengage Learning 15


Why Study OB?
Studying organizational behavior can
clarify factors that affect how
managers manage by:
Describing the complex human context
of organizations
Defining the associated opportunities,
problems, challenges, and issues
Isolating important aspects of the
managers job
Offering specific perspectives on the
human side of management

2012 South-Western, a part of Cengage Learning 16


Lets watch this video

2012 South-Western, a part of Cengage Learning 17


Organizational Behavior and
the Management Process
Management Resources Used
Functions by Managers

Planning Human

Organizing Financial

Leading Physical

Controlling Information

2012 South-Western, a part of Cengage Learning 18


1.2 Basic Managerial Functions

2012 South-Western, a part of Cengage Learning 19


Functions of Management
Planning Determining an organizations
desired future position and the best
means of getting there

Organizing Designing jobs, grouping jobs into


units, and establishing patterns of
authority between jobs and units

Leading Getting organizational members to


work together toward the
organizations goals

Controlling Monitoring and correcting the actions


of the organization and its members
to keep them directed toward their
goals

2012 South-Western, a part of Cengage Learning 110


Organizational Behavior and
the Managers Job

Basic Managerial Roles

Interpersonal Informational Decision-Making


2012 South-Western, a part of Cengage Learning 111
1.1 Important Managerial Roles
Category Role Example

Interpersonal Figurehead Attend employee retirement ceremony

Leader Encourage workers to increase productivity


Liaison Coordinate activities of two committees

Informational Monitor Scan business publications for information


about competition

Disseminator Send out memos outlining new policies


Spokesperson Hold press conference to announce new plant

Decision Making Entrepreneur Develop idea for new product and convince
others of its merit

Disturbance handler Resolve dispute


Resource allocator Allocate budget requests
Negotiator Settle new labor contract

2012 South-Western, a part of Cengage Learning 112


Critical Managerial Skills
Technical Skills necessary to accomplish
specific tasks within the
organization

Interpersonal Skills used to communicate with,


understand, and motivate
individuals and groups

Conceptual Skills used in abstract thinking

Diagnostic Skills to understand cause-effect


relationships and to recognize
optimal solutions to problems

2012 South-Western, a part of Cengage Learning 113


1.4
The Framework
for Understanding
Organizational
Behavior

2012 South-Western, a part of Cengage Learning 114


Managing for Effectiveness
Managers work toward accomplishing the various
goals (outcomes) that exist at specific levels in an
organization:
Individual-level outcomes
Group-level outcomes
Organizational-level outcomes

2012 South-Western, a part of Cengage Learning 115


1.8 Managing for Effectiveness

2012 South-Western, a part of Cengage Learning 116


2012 South-Western, a part of Cengage Learning 117

You might also like