What Is Organizational Behavior

Chapter 1 What is Organizational Behavior Organizational Behavior by Stephen Robbins, Timothy Judge and Seema Sanghi

What Managers Do

Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals 2

Where Managers Work

3

Management Functions (By Henri Fayol)

Planning

Organizing

Management Functions Controlling

Leading

4

Management Functions (cont’d)

5

Management Functions (cont’d)

6

Management Functions (cont’d)

7

Management Functions (cont’d)

8

Henry Mintzberg’s Managerial Roles

EXHIBIT

1-1a 9

Mintzberg’s Managerial Roles

EXHIBIT

1-1b 10

Mintzberg’s Managerial Roles

EXHIBIT

1-1c

11

Management Skills (By Robert Katz)

12

Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling

2. Communications • Exchanging routine information and processing paperwork

3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training

4. Networking • Socializing, politicking, and interacting with others 13

Allocation of Activities by Time

EXHIBIT

1-2 14

Enter Organizational Behavior

15

Contributing Disciplines to the OB Field

EXHIBIT

1-3a 16

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3b 17

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3c 18

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3d 19

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3f 20

There Are Few Absolutes in OB

x

Contingency Variables

y 21

Challenges and Opportunity 1. Responding to Globalization    

Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor

2. Managing Workforce Diversity Embracing diversity     

Gender, Age, Temporary/Casual Contracts, Disabled and Displaced Person, SC and ST, OBC Implications for managers  Recognizing and responding to differences  Increase creativity and innovation  Improve Decision Making

22

Challenges and Opportunity for OB (cont’d) 1.

Improving Quality and Productivity  Quality management (QM)  Process reengineering

2. Responding to the Labor Shortage  Changing work force demographics  Fewer skilled laborers  Early retirements and older workers

3. Improving Customer Service  Increased expectation of service quality  Customer-responsive cultures 23

1. 2. 3. 4. 5.

Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts 6. Improving Ethical Behavior 7. Working in Networked Organization 24

Basic OB Model, Stage I

EXHIBIT

1-6 25

The Dependent Variables

y x

26

The Dependent Variables

27

The Dependent Variables

28

The Dependent Variables (cont’d)

29

The Dependent Variables (cont’d)

30

The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables 31

Thank you