Ch01

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of
L E A R N I N G

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.

© 2003 Prentice Hall Inc.
All rights reserved. 1–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
8. Identify the three levels of analysis in this
book’s model.
L E A R N I N G


What Managers Do
What Managers Do

Managerial Activities
Managerial Activities
••Make decisions
Make decisions
••Allocate resources
Allocate resources
••Direct activities of others
Direct activities of others
to attain goals
to attain goals


Where Managers Work
Where Managers Work


Management Functions
Management Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading


Management Functions (cont’d)


Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles

© 2003 Prentice Hall Inc. EXHIBIT 1-1a


Mintzberg’s Managerial Roles (cont’d)

© 2003 Prentice Hall Inc. EXHIBIT 1-1b


Management Skills
Management Skills


Effective Versus Successful Managerial
Effective Versus Successful Managerial
Activities (Luthans)
Activities (Luthans)

1. Traditional management
1. Traditional management
• •Decision making, planning, and controlling
Decision making, planning, and controlling
2. Communications
2. Communications
• •Exchanging routine information and processing
Exchanging routine information and processing
paperwork
paperwork
3. Human resource management
3. Human resource management
• •Motivating, disciplining, managing conflict, staffing,
Motivating, disciplining, managing conflict, staffing,
and training
and training
4. Networking
4. Networking
• •Socializing, politicking, and interacting with others
Socializing, politicking, and interacting with others

Allocation of Activities by Time
Allocation of Activities by Time

© 2003 Prentice Hall Inc. EXHIBIT 1-2


Enter Organizational Behavior
Enter Organizational Behavior


Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field

© 2003 Prentice Hall Inc. EXHIBIT 1-3a


Contributing Disciplines to the OB Field (cont’d)

© 2003 Prentice Hall Inc. EXHIBIT 1-3b


There Are Few Absolutes in OB
There Are Few Absolutes in OB

x Contingency
Variables y

Challenges and Opportunity for OB
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)
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


The Dependent Variables (cont’d)


The Independent Variables
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

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