Power point Ppt's Written by myself for presentation.

1. ORGANIZATIONAL
BEHAVIOR
T E N T H E D I T I O N

2. AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL BE ABLE TO:
AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL 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.
LEARNINGOBJECTIVES

3. 6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
LEARNINGOBJECTIVES(cont’d)

4. What Managers DoWhat Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals

5. Where Managers WorkWhere Managers Work

6. Management FunctionsManagement Functions
ManagementManagement
FunctionsFunctions
ManagementManagement
FunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling

7. Management Functions (cont’d)Management Functions (cont’d)

8. Management Functions (cont’d)Management Functions (cont’d)

9. Management Functions (cont’d)Management Functions (cont’d)

10. Management Functions (cont’d)Management Functions (cont’d)

11. E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

12. E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

13. E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

14. Management SkillsManagement Skills

15. Effective Versus Successful Managerial
Activities (Luthans)
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
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

16. E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time

17. Enter Organizational BehaviorEnter Organizational Behavior

18. Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a

19. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b

20. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c

21. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d

22. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f

23. There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingency
VariablesVariablesx y

24. Challenges and Opportunity for OBChallenges and Opportunity for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

25. Challenges and Opportunity for OB (cont’d)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

26. E X H I B I T 1-6
Basic OB Model, Stage IBasic OB Model, Stage I

27. The Dependent VariablesThe Dependent Variables
x
y

28. The Dependent Variables (cont’d)The Dependent Variables (cont’d)

29. The Dependent Variables (cont’d)The Dependent Variables (cont’d)

30. The Dependent Variables (cont’d)The Dependent Variables (cont’d)

31. The Dependent Variables (cont’d)The Dependent Variables (cont’d)

32. The Independent VariablesThe Independent Variables
IndependentIndependent
VariablesVariables
IndependentIndependent
VariablesVariables
Individual-LevelIndividual-Level
VariablesVariables
Individual-LevelIndividual-Level
VariablesVariables
OrganizationOrganization
System-LevelSystem-Level
VariablesVariables
OrganizationOrganization
System-LevelSystem-Level
VariablesVariables
Group-LevelGroup-Level
VariablesVariables
Group-LevelGroup-Level
VariablesVariables