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    Kelli J. SchutteWilliam Jewell College

    Robbins, Judge, and Vohra

    Organizational Behavior14th Edition

    Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthoried adaptation !ro" the #nited $tates edition o! Organizational

    Behavior, 14e

    What Is Organizational

    Behavior?

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Chapter Learning Objectives

    After studying this chapter you should be able to Demonstrate the importance of interpersonal skills in the

    workplace.

    Describe the managers functions, roles, and skills.

    Define organizational behavior (OB.

    !how the value to OB of s"stematic stud".

    #dentif" the ma$or behavioral science disciplines that

    contribute to OB.

    Demonstrate wh" few absolutes appl" to OB.

    #dentif" the challenges and opportunities managers have in

    appl"ing OB concepts.

    %ompare the three levels of anal"sis in this books OB

    model.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    The Importance of InterpersonalSkills

    !nderstanding OB helps deter"ine "anager

    effectiveness

    &echnical and 'uantitative skills are important

    But leadership and communication skills are %#%)*

    Organizational benefits of s#illed "anagers

    *ower turnover of 'ualit" emplo"ees

    +igher 'ualit" applications for recruitment

    Better financial performance

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    What Managers Do

    They get things done through other people.

    $anage"ent Activities

    ake decisions )llocate resources

    Direct activities of others to attain goals

    %or# in an organization

    ) consciousl" coordinated social unit composed of two or

    more people that functions on a relativel" continuous basis

    to achieve a common goal or set of goals.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Management Functions

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    &iscovered ten "anagerial roles

    'eparated into three groups

    #nterpersonal #nformational

    Decisional

    Mintberg!s Managerial "oles

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Mintberg!s Managerial "oles#Interpersonal

    1-7

    %igurehead

    LiaisonLeader

    Interperonal !ole

    See " # $ I % I & 1'1 (or )etail

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Mintberg!s Managerial "oles#Informational

    1-*

    &onitor

    Disse"inator$po'esperson

    In(ormational !ole

    See " # $ I % I & 1'1 (or )etail

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Mintberg!s Managerial "oles#Decisional

    +eciional !ole

    1-,

    ntrepreneur

    Disturan*e handler

    +esour*e allo*ator

    ,egotiator

    See " # $ I % I & 1'1 (or )etail

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    $ssential Management Skills

    (echnical '#ills &he abilit" to appl" specialized

    knowledge or e-pertise

    )u"an '#ills &he abilit" to work with, understand,and motivate other people, both

    individuall" and in groups

    *onceptual '#ills

    &he mental abilit" to anal"ze and

    diagnose comple- situations

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Luthans! Stu%& of Managerial'ctivities

    +our types of "anagerial activity &raditional anagement

    Decision making, planning, and controlling

    %ommunication

    /-changing routine information and processing paperwork

    +uman esource anagement

    otivating, disciplining, managing conflict, staffing, and

    training

    0etworking

    !ocializing, politicking, and interacting with others

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Successful vs( $)ective 'llocationb& Time

    " # $ I % I & 1'2

    anager who got promote) (ater /were ucce(ul0)i) )ierent thing than )i) eectie manager

    /thoe who )i) their o well0

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Organiational *ehavior

    A field of study that investigates the

    i"pact that individuals, groups,

    and structure have on behavior

    ithin organizations, for the

    purpose of applying such#noledge toard i"proving an

    organization-s effectiveness.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Intuition an% S&stematic Stu%&

    The two are complementary means of predictin

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    'n Outgro+th of S&stematic Stu%&,

    Evidence/Based $anage"ent 0EB$

    Basing "anagerial decisions on the best available

    scientific evidence

    Must think like scientists:

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Managers Shoul% -se 'll Three'pproaches

    The trick is to know when to go with your gut.

    1ack 2elsh

    2ntuition is often based on inaccurate infor"ation +addis" is prevalent in "anage"ent

    'yste"atic study can be ti"e consu"ing

    Use evidence as much as possible to inform your intuition

    and experience. That is the promise of OB.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Contributing Disciplines

    See " # $ I % I & 1'3 (or )etail

    Man& behavioral scienceshave contribute% to the%evelopment ofOrganiational*ehavior

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    .s&cholog&

    (he science that see#s to "easure, e3plain, and

    so"eti"es change the behavior of hu"ans and other

    ani"als.

    !nit of Analysis #ndividual

    *ontributions to OB

    *earning, motivation, personalit", emotions, perception

    &raining, leadership effectiveness, $ob satisfaction #ndividual decision making, performance appraisal, attitude

    measurement

    /mplo"ee selection, work design, and work stress

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Social .s&cholog&

    An area ithin psychology that blends concepts fro"

    psychology and sociology and that focuses on the

    influence of people on one another.

    !nit of Analysis 3roup

    *ontributions to OB

    Behavioral change

    )ttitude change %ommunication

    3roup processes

    3roup decision making

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Sociolog&

    !nit of Analysis

    // Organizational 'yste"

    *ontributions to OB

    3roup d"namics

    2ork teams

    %ommunication 4ower

    %onflict

    #ntergroup behavior

    // roup

    5ormal organization theor"

    Organizational technolog"

    Organizational change Organizational culture

    (he study of people in relation to their fello hu"an

    beings.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    'nthropolog&

    !nit of Analysis

    // Organizational 'yste"

    *ontributions to OB

    Organizational culture

    Organizational environment

    // roup

    %omparative values

    %omparative attitudes

    %ross6cultural anal"sis

    (he study of societies to learn about hu"an beings and

    their activities.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Fe+ 'bsolutes in O*

    'ituational factors that "a#e the "ain relationship

    beteen to variables change5e.g., the relationship

    "ay hold for one condition but not another.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Challenges an% Opportunities for O*

    (he "a6or challenges and opportunities are Responding to Econo"ic 7ressures

    Responding to lobalization

    $anaging %or#force &iversity

    'o"e other challenges and

    opportunities include 2"proving *usto"er 'ervice

    2"proving 7eople '#ills

    'ti"ulating 2nnovation and *hange

    *oping ith 8(e"porariness9

    %or#ing in :etor#ed Organizations

    )elping E"ployees Balance %or#/;ife *onflicts

    *reating a 7ositive %or# Environ"ent

    2"proving Ethical Behavior

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    "espon%ing to $conomic .ressures

    %hat do you do during

    difficult econo"ic ti"es

    &he presumed cause of the

    change in the dependent

    variable (7.

    &his is the variable that OB

    researchers manipulate to

    observe the changes in 7.

    &ependent 0?

    &his is the response to 8 (the

    independent variable.

    #t is what the OB researchers

    want to predict or e-plain.

    &he interestingvariable9

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Interesting O* Depen%ent 0ariables

    7roductivity

    &ransforming inputs to outputs at lowest cost. #ncludes the

    concepts of effectiveness(achievement of goals and

    efficiency(meeting goals at a low cost.

    Absenteeis"

    5ailure to report to work a huge cost to emplo"ers.

    (urnover

    :oluntar" and involuntar" permanent withdrawal from an

    organization.

    &eviant %or#place Behavior

    :oluntar" behavior that violates significant organizational

    norms and thereb" threatens the well6being of the

    organization and;or an" of its members.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    More Interesting O* Depen%ent0ariables Organizational *itizenship Behavior 0O*B

    Discretionar" behavior that is not part of an emplo"ees

    formal $ob re'uirements, but that nevertheless promotes the

    effective functioning of the organization.

    Job 'atisfaction

    ) general attitude (not a behavior toward ones $ob< a

    positive feeling of one=s $ob resulting from an evaluation of

    its characteristics.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    The In%epen%ent 0ariables

    The independent variable (X) can be at any of these three

    levels in this model:

    2ndividual

    Biographical characteristics, personalit" and emotions,

    values and attitudes, abilit", perception, motivation,

    individual learning, and individual decision making

    roup

    %ommunication, group decision making, leadership and

    trust, group structure, conflict, power and politics, and work

    teams

    Organization 'yste"

    Organizational culture, human resource policies and

    practices, and organizational structure and design

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    O* Mo%el

    " # $ I % I & 1'5

    2ndependent

    Variables 0>

    &ependentVariables 0?

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

    Summar& an% ManagerialImplications $anagers need to develop their interpersonal s#ills to

    be effective.

    OB focuses on ho to i"prove factors that "a#e

    organizations "ore effective.

    (he best predictions of behavior are "ade fro" a

    co"bination of syste"atic study and intuition.

    'ituational variables "oderate cause/and/effect

    relationships, hich is hy OB theories are contingent.

    (here are "any OB challenges and opportunities for"anagers today.

    (he te3tboo# is based on the contingent OB "odel.

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    Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

    Authoried adaptation !ro" the #nited $tates edition o! OrganizationalB h i 14

    All rights reserved. :o part of this publication "ay be reproduced,stored in a retrieval syste", or trans"itted, in any for" or by any

    "eans, electronic, "echanical, photocopying, recording, or otherise,ithout the prior ritten per"ission of the publisher. 7rinted in the

    !nited 'tates of A"erica.

    *opyright @11 7earson Education, 2nc.7ublishing as 7rentice )all

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