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T
OBJECTIVES
LEARNING
12
O B J E C T I V E S (contd)
LEARNING
13
What
What Managers
Managers Do
Do
Managerial
ManagerialActivities
Activities
Make
Makedecisions
decisions
Allocate
Allocateresources
resources
Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
2003 Prentice Hall Inc.
All rights reserved.
14
Where
Where Managers
Managers Work
Work
15
Management
Management Functions
Functions
Planning
Planning
Organizing
Organizing
Management
Management
Functions
Functions
Controlling
Controlling
Leading
Leading
16
Management
Management Functions
Functions (contd)
(contd)
17
Management
Management Functions
Functions (contd)
(contd)
18
Management
Management Functions
Functions (contd)
(contd)
19
Management
Management Functions
Functions (contd)
(contd)
110
Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles
EXHIBIT
1-1a
111
Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)
EXHIBIT
1-1b
112
Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)
EXHIBIT
1-1c
113
Management
Management Skills
Skills
114
Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(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,
and
andtraining
training
4.
4.Networking
Networking
Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others
115
Allocation
Allocation of
of Activities
Activities by
by Time
Time
EXHIBIT
1-2
116
Enter
Enter Organizational
Organizational Behavior
Behavior
117
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
EXHIBIT
1-3a
118
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3b
119
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3c
120
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3d
121
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3f
122
There
There Are
Are Few
FewAbsolutes
Absolutes in
in OB
OB
x
2003 Prentice Hall Inc.
All rights reserved.
Contingency
Variables
y
123
Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
124
Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (contd)
(contd)
125
Basic
Basic OB
OB Model,
Model, Stage
Stage II
EXHIBIT
1-6
126
The
The Dependent
Dependent Variables
Variables
127
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
128
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
129
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
130
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
131
The
The Independent
Independent Variables
Variables
Independent
Independent
Variables
Variables
Individual-Level
Individual-Level
Variables
Variables
Group-Level
Group-Level
Variables
Variables
Organization
Organization
System-Level
System-Level
Variables
Variables
132