Ob stephen robbins

1. o r g a n i z a t i o n a l b e h a v i o
r
stephen p. robbins
e l e v e n t h e d i t i o
n

2. ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S
© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
What Is Organizational
Behavior
Chapter One

3. © 2005 Prentice Hall Inc. All rights reserved. 1–3
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.L

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4. © 2005 Prentice Hall Inc. All rights reserved. 1–4
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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5. © 2005 Prentice Hall Inc. All rights reserved. 1–5igcaf,coclb:LfER
What Managers Do
Managerial Activities
•Make decisions
•Allocate resources
•Direct activities of others
to attain goals
Managerial Activities
•Make decisions
•Allocate resources
•Direct activities of others
to attain goals
Managers (or administrators)
Individuals who achieve goals through other people.

6. © 2005 Prentice Hall Inc. All rights reserved. 1–6igb:bf,coclb:LfiR:I
Where Managers 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.

7. © 2005 Prentice Hall Inc. All rights reserved. 1–7,coclbGboafOBoJaCRoL
Management Functions,BNBCR3RNI
,BNBCR3RNI
=5NOIG’NV
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ManagementManagement
FunctionsFunctionshJBNNGNC
hJBNNGNC
PlanningPlanningfECBNGDGNC
fECBNGDGNC OrganizingOrganizingdRB(GNC
dRB(GNC
LeadingLeadinga’NIE’JJGNC
a’NIE’JJGNC ControllingControlling

8. © 2005 Prentice Hall Inc. All rights reserved. 1–8,coclbGboafOBoJaCRoLfTJRoaVS(
Management Functions (cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

9. © 2005 Prentice Hall Inc. All rights reserved. 1–9,coclbGboafOBoJaCRoLfTJRoaVS(
Management Functions (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.

10. © 2005 Prentice Hall Inc. All rights reserved. 1–10,coclbGboafOBoJaCRoLfTJRoaVS(
Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

11. © 2005 Prentice Hall Inc. All rights reserved. 1–11,coclbGboafOBoJaCRoLfTJRoaVS(
Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

12. © 2005 Prentice Hall Inc. All rights reserved. 1–12stephn .AfrusdedA .tdyuigy r
Mintzberg’s Managerial RolesRtNtdtgtItgtGttL EL
E X H I B I T 1–1Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

13. © 2005 Prentice Hall Inc. All rights reserved. 1–13stephn .AfrusdedA .tdyuigy ruSVgepfa(
Mintzberg’s Managerial Roles (cont’d)RtNtdtgtItgtGttL ELtBuJAfC:T
E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

14. © 2005 Prentice Hall Inc. All rights reserved. 1–14stephn .AfrusdedA .tdyuigy ruSVgepfa(
Mintzberg’s Managerial Roles (cont’d)RtNtdtgtItgtGttL ELtBuJAfC:T
E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

15. © 2005 Prentice Hall Inc. All rights reserved. 1–15sdedA l epu’)tyyr
Management 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.

16. © 2005 Prentice Hall Inc. All rights reserved. 1–16Coo Vptv uw .rTru’TVV rroTyusdedA .tdyu
cVptvtpt ruSmTpRder(
Effective Versus Successful Managerial
Activities (Luthans)
1.Traditional management
•Decision making, planning, and controlling
2.Communication
•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
1.Traditional management
•Decision making, planning, and controlling
2.Communication
•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

17. © 2005 Prentice Hall Inc. All rights reserved. 1–17RtNtdtgtItgtGttL E e
E X H I B I T 1–2cyygVdptgeugoucVptvtpt runbuktl
Allocation of Activities by Time
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,
Real Managers (Cambridge, MA: Ballinger, 1988).

18. © 2005 Prentice Hall Inc. All rights reserved. 1–18Cep .u2.AdethdptgedyuM Rdvtg.
Enter Organizational 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.

19. © 2005 Prentice Hall Inc. All rights reserved. 1–19i ,ydVteAu3epTtptgeu4tpRu’brp ldptVu’pTab
Replacing Intuition with Systematic Study
Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
Intuition
A feeling not necessarily supported by research.

20. © 2005 Prentice Hall Inc. All rights reserved. 1–20i ,ydVteAu3epTtptgeu4tpRu’brp ldptVu’pTab
Replacing Intuition with Systematic Study
The
Facts
Preconceived
Notions≠

21. © 2005 Prentice Hall Inc. All rights reserved. 1–21kg4d.audeu2Mu5trVt,yte
kg4d.audeu2Mu5trVt,yte
Toward an OB DisciplineToward an OB DisciplineRtNtdtgtItgtGttL EO
E X H I B I T 1–3

22. © 2005 Prentice Hall Inc. All rights reserved. 1–22Egep.tnTpteAu5trVt,yte rupgupR u2Mu.t ya
Contributing Disciplines to the OB FieldRtNtdtgtItgtGttL EOtBuJAfC:T
E X H I B I T 1–3 (cont’d)
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.

23. © 2005 Prentice Hall Inc. All rights reserved. 1–23stephn .pneAfrnudnyinegufptfpcgfa,fongilfbdtep:lL
Contributing Disciplines to the OB Field (cont’d)NtItdtgtGtgtOttL ERtBuJAfC:T
E X H I B I T 1–3 (cont’d)
Sociology
The study of people in relation to their fellow human beings.

24. © 2005 Prentice Hall Inc. All rights reserved. 1–24stephn .pneAfrnudnyinegufptfpcgfa,fongilfbdtep:lL
Contributing Disciplines to the OB Field (cont’d)NtItdtgtGtgtOttL ERtBuJAfC:T
E X H I B I T 1–3 (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.

25. © 2005 Prentice Hall Inc. All rights reserved. 1–25stephn .pneAfrnudnyinegufptfpcgfa,fongilfbdtep:lL
Contributing Disciplines to the OB Field (cont’d)NtItdtgtGtgtOttL ERtBuJAfC:T
E X H I B I T 1–3 (cont’d)
Anthropology
The study of societies to learn about human beings and their
activities.

26. © 2005 Prentice Hall Inc. All rights reserved. 1–26stephn .pneAfrnudnyinegufptfpcgfa,fongilfbdtep:lL
Contributing Disciplines to the OB Field (cont’d)NtItdtgtGtgtOttL ERtBuJAfC:T
E X H I B I T 1–3 (cont’d)
Political Science
The study of the behavior of individuals and groups
within a political environment.

27. © 2005 Prentice Hall Inc. All rights reserved. 1–27NtItdtgtGtgtO ttL E(
E X H I B I T 1–4
Source: Drawing by Handelsman in
The New Yorker, Copyright © 1986
by the New Yorker Magazine.
Reprinted by permission.

28. © 2005 Prentice Hall Inc. All rights reserved. 1–28 EcghgfMhgfogGfM uti.pgufnefa,
There Are Few Absolutes in OB
ContingencyContingency
VariablesVariablesx y
Contingency variables
Situational factors: variables that moderate the
relationship between two or more other
variables and improve the correlation.

29. © 2005 Prentice Hall Inc. All rights reserved. 1–29scIiigeAgufIelfayythp.enpngufNthfa,
Challenges and Opportunities for OB
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
Managing Workforce Diversity
–Embracing diversity
–Changing U.S. demographics
–Implications for managers
•Recognizing and responding to differences

30. © 2005 Prentice Hall Inc. All rights reserved. 1–30gtc iph.
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arupe ui
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DomesticDomestic
PartnersPartnersmI/thf0thwNthdgfrn1ghunpRfsIpgAthngu
Major Workforce Diversity Categories,r.
,r.
RaceRaceotelsbuhiphre
otelsbuhiphre
Non-ChristianNon-Christianorphtery
orphtery
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NationalNational
OriginOriginLn
Ln
AgeAgeghirdhyhpA
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DisabilityDisabilityNtItdtgtGtgtO ttL Eh
E X H I B I T 1–5E eR u
E eR u
GenderGender

31. © 2005 Prentice Hall Inc. All rights reserved. 1–31scIiigeAgufIelfayythp.enpngufNthfa,fbdtep:lL
Challenges and Opportunities for OB (cont’d)
Improving Quality and Productivity
–Quality management (QM)
–Process reengineering
Responding to the Labor Shortage
–Changing work force demographics
–Fewer skilled laborers
–Early retirements and older workers
Improving Customer Service
–Increased expectation of service quality
–Customer-responsive cultures

32. © 2005 Prentice Hall Inc. All rights reserved. 1–320cIpf2uf3.IinpRfmIeIAgOgep4
What Is Quality Management?
1.Intense focus on the customer.
2.Concern for continuous improvement.
3.Improvement in the quality of everything
the organization does.
4.Accurate measurement.
5.Empowerment of employees. NtItdtgtGtgtO ttL E)
E X H I B I T 1–6

33. © 2005 Prentice Hall Inc. All rights reserved. 1–332Oyht1neAf3.IinpRfIelf5htl.dpn1npR
Improving Quality and Productivity
Quality management (QM)
–The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
–Requires employees to rethink what they do and
become more involved in workplace decisions.
Process reengineering
–Asks managers to reconsider how work would be done
and their organization structured if they were starting
over.
–Instead of making incremental changes in processes,
reengineering involves evaluating every process in
terms of its contribution.

34. © 2005 Prentice Hall Inc. All rights reserved. 1–34stepphn h.AenfAruudyignciaA,dyAroAlbdni:fL
Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior

35. © 2005 Prentice Hall Inc. All rights reserved. 1–35oe.cbAroAEdfhpRANie hAI
Basic OB Model, Stage IItGtdtgtOtgtB ttL EJ
E X H I B I T 1–7
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.

36. © 2005 Prentice Hall Inc. All rights reserved. 1–36GthAOhuhnfhniABeyceJph.
The Dependent Variables
x
y
Dependent variable
A response that is affected by an independent variable.

37. © 2005 Prentice Hall Inc. All rights reserved. 1–37GthAOhuhnfhniABeyceJph.Albdni:fL
The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effective
output to the input
required to achieve it.

38. © 2005 Prentice Hall Inc. All rights reserved. 1–38GthAOhuhnfhniABeyceJph.Albdni:fL
The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

39. © 2005 Prentice Hall Inc. All rights reserved. 1–39GthAOhuhnfhniABeyceJph.Albdni:fL
The Dependent Variables (cont’d)
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization.

40. © 2005 Prentice Hall Inc. All rights reserved. 1–40GthAOhuhnfhniABeyceJph.Albdni:fL
The Dependent Variables (cont’d)
Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and the
amount they believe they should receive.

41. © 2005 Prentice Hall Inc. All rights reserved. 1–41GthAInfhuhnfhniABeyceJph.
The Independent Variables gA:.(.A:.Af
gA:.(.A:.Af
3y ry’i.l
3y ry’i.l
IndependentIndependent
VariablesVariablesgA:rbr:)yi45.b.it
gA:rbr:)yi45.b.it
3y ry’i.l
3y ry’i.l
Individual-Level Individual-Level
VariablesVariablesM ,yAr.yfrTA
M ,yAr.yfrTA
6vlf.D45.b.i
6vlf.D45.b.i
3y ry’i.l
3y ry’i.l
OrganizationOrganization
System-LevelSystem-Level
VariablesVariables7 T)(45.b.i
7 T)(45.b.i
3y ry’i.l
3y ry’i.l
Group-LevelGroup-Level
VariablesVariables
Independent variable
The presumed cause of some change in the dependent
variable.

42. © 2005 Prentice Hall Inc. All rights reserved. 1–42oe.cbAroA
EdfhpRA
Nie hAII
Basic OB
Model,
Stage IIItGtdtgtOtgtBttL Em
E X H I B I T 1–8