OB11 chapter 1 WHat is organizational behavior

eleventh edition

organizational

behavior

stephen p. robbins


Chapter One

What Is Organizational
Behavior
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
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E D I T I O N

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PowerPoint Presentation
by Charlie Cook


OBJECTIVES
LEARNING

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
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.
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1–3


O B J E C T I V E S (cont’d)
LEARNING

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 OB model.

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1–4


What
What Managers
Managers Do
Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals
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1–5


Where
Where Managers
Managers Work
Work
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous basis
to achieve a common goal or set of
goals.

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1–6


Management
Management Functions
Functions

Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

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Leading
Leading

1–7


Management
Management Functions
Functions (cont’d)
(cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

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1–8

Management
Management Functions
Functions (cont’d)
(cont’d)
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.

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1–9


Management
Management Functions
Functions (cont’d)
(cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

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1–10


Management
Management Functions
Functions (cont’d)
(cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

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1–11


Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

© 2005 Prentice Hall Inc.
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Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1
E X H I B I T 1–1

1–12


Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

© 2005 Prentice Hall Inc.
All rights reserved.

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)

1–13


Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

© 2005 Prentice Hall Inc.
All rights reserved.

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)

1–14


Management
Management Skills
Skills
Technical skills

The ability to apply specialized
knowledge or expertise.

Human skills

The ability to work with, understand,
and motivate other people, both
individually and in groups.

Conceptual Skills

The mental ability to analyze and
diagnose complex situations.

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1–15


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.Communication
Communication
• •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

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1–16


Allocation
Allocation of
of Activities
Activities by
by Time
Time

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Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,
Real Managers (Cambridge, MA: Ballinger, 1988).

E X H I B I T 1–2
E X H I B I T 1–2

1–17


Enter

Enter Organizational
Organizational Behavior
Behavior
Organizational behavior
(OB)
A field of study that
investigates the impact that
individuals, groups, and
structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving
an organization’s effectiveness.
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1–18


Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study
Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute

causes and effects, and drawing conclusions based
on scientific evidence.
a means
©Provides
2005 Prentice
Hall to
Inc.predict behaviors.
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1–19


Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Preconceived
Notions

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≠

The
Facts

1–20


Toward
Towardan
an OB
OB Discipline
Discipline

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E X H I B I T 1–3
E X H I B I T 1–3

1–21


Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.

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E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

1–22


Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)
Sociology
The study of people in relation to their fellow human beings.

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E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

1–23


Contributing
Contributing Disciplines
Disciplines to

to the
the OB
OB Field
Field (cont’d)
(cont’d)
Social Psychology

An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.

© 2005 Prentice Hall Inc.
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E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

1–24


Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)
Anthropology

The study of societies to learn about human beings and their
activities.

© 2005 Prentice Hall Inc.
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E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

1–25