1. Key Focus Organizational
Behavior
Prepared by:
Ms. Irene V. Delarmino

2. INTRODUCTION
Organizational behavior is the study and
application of knowledge about how people – as
individuals and groups – act in organizations.
Its goals are to make mangers more effective at
describing, understanding, predicting, and
controlling human behavior.
Key elements to consider are people, structure,
technology, and the external environment.
Previously known as human relations,
organizational behavior has emerged as an
interdisciplinary field of value to managers.

3. Organizational Behavior
It is the study of how people behave within an
organization, and what incentives (or
disincentives) influence their behaviors. While
organizational behavior is typically applied in
a business context, the principles are equally
applicable to any organization – a church, a
school, a team.

4. ORGANIZATION
 The term organization is broadly defined as any
group of individuals who collaborate to achieve a
common goal.
 In the case of business, that goal is profitability
and economic value.
 In the case of a sports team, it’s to win the
championship.
 Organizational behavior can be viewed as an
application of concepts of psychology and
sociology to the business or team environment.

5. 1. Individual
2. Group
3. Organization
Levels of Organizational Behavior
Two or more people
working together to achieve
a common goal

6. Team
 It is a group in which members work together
under specific routines to achieve a specific
goal.
 In the modern world, teams can be virtual in
nature, collaborating via information
technology and never actually meeting.

7. Managerial Functions in
Organizational Behavior
1. Planning
2. Organizing
3. Leading
4. Controlling

8. Managerial Functions in Organizational Behavior
Planning
 It is the process of establishing an
organizational strategy which describes how
resources will be divided, allocated, and
utilized to aid in the accomplishment of
organizational goals.
 It is often a thought-intensive process,
because a lot of variables have to be taken into
account, and the future is rarely certain.

9.  It is the process of establishing a management
and organizational structure that will best enable
the organization to achieve its goals.
 Employees are grouped into groups, teams, and
departments based on their function (e.g. sales,
marketing, accounting, etc. )
 A trend that is increasingly seen is cross-training
– training employees so in an emergency, they can
go beyond the normal scope of their job to assist
in other areas.
Managerial Functions in Organizational Behavior
Organizing

10.  It is the process of actually running operations –
coordinating activities to ensure that employees
are all working towards accomplishing the set
organizational goals.
 In the 21st century, the management style shifting
toward self-managed teams – instead of always
having a supervisor directly overseeing their
work, many teams are given a degree of
autonomy to do their jobs in the way that allows
them to best accomplish the set goals.
Managerial Functions in Organizational Behavior
Leading

11.  It describes the constant process of
monitoring and evaluating performance against
goals and applying corrective actions where
needed.
 It is used across all departments of the
organization, from accounting to supply chain
management.
Managerial Functions in Organizational Behavior
Controlling

12. Leader – a manager
that passes down orders to
employees and encourages
commitment to
organizational goals.
Monitor – especially
effective at planning and
controlling, finds problems
and remedies them, also
foresees problems before
they can crop up
Manager Types and Skills
Liaison – coordinates
activities between
different groups and
teams.
Negotiator – acts as
an intermediary between
the organization and its
suppliers and customers,
trying to reach an
equilibrium beneficial to
each party involved.
Entrepreneur –
“new idea” thinker
who expands the
organization into new
areas.

13. Primary Skills Type of a
Manager
1. Conceptual skills – utilization of logic to
diagnose the causes of effects. Can be thought of
as “IQ”.
2. Human skills – utilization of interpersonal skills
to effectively lead a group. Can be thought of as
“EQ”.
3. Technical skills – utilization of job/industry-
specific knowledge and practices to ensure
organizational goals are achieved. Can be
thought of as “educational/experience”.

14. Thank you!