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ORGANIZATIONALBEHAVIOR

WHAT IS ORGANIATIONAL

BEHAVIOR

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After this lecture 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 formanagers to use OB concepts.

5. Identify the contributions made by major behavioral

science disciplines to OB.

6. Describe why managers require a knowledge of OB.

7. Explain the need for a contingency approach to the

study of OB.

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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

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Whats a Manager Anyway?

Some Alternative Definitions Traditional:Person who plans, directs people

and resources.

New Organization: Person who supports,coaches, coordinates, and leads.

Peter Principle:A person promoted to their

level of incompetence.

Dilberts Principle:The most ineffective

workers are systematically moved where they

can do the least damage: to management.

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Where Managers Work

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Management Functions

Management

Functions

Planning Organizing

LeadingControlling

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Management Functions (contd)

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Management Functions (contd)

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Management Functions (contd)

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Mintzbergs Managerial Roles

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Mintzbergs Managerial Roles(contd)

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Management Skills

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Effective Versus Successful

Managerial Activities (Luthans)

1.Traditional management Decision making, planning, and controlling

2.Communications

Exchanging routine information and processingpaperwork

3.Human resource management

Motivating, disciplining, managing conflict, staffing,& training

4.Networking

Socializing, politicking, and interacting with others

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Allocation of Activities by Time

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Enter Organizational Behavior

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Contributing Disciplines to the OB Field

(contd)

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Contributing Disciplines to the OB Field

(contd)

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Contributing Disciplines to the OB Field

(contd)

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Contributing Disciplines to the OB Field

(contd)

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Challenges and Opportunity for OB

Responding to Globalization

Managing Workforce Diversity

Improving Quality and Productivity Responding to the Labor Shortage

Improving Customer Service

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Challenges and Opportunity for OB

(contd)

Improving People Skills

Empowering People

Stimulation Innovation and Change Helping Employees Balance Work/Life

Conflicts

Improving Ethical Behavior

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Basic OB Model, Stage I

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The Dependent Variables (contd)

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The Dependent Variables (contd)

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The Dependent Variables (contd)

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The Independent Variables

IndependentVariables

Individual-Level

Variables

Organization

System-Level

Variables

Group-Level

Variables