assitant needed

1. Define organizational behavior.

2. Identify the functions that comprise the management

process and relate them to organizational behavior.

3. Relate organizational behavior to basic managerial roles

and skills.

4. Describe contemporary organizational behavior

characteristics.

5. Discuss contextual perspectives on organizational

behavior.

6. Describe the role of organizational behavior in managing

for effectiveness

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Chapter Learning Objectives After studying this chapter you should be able to:

What is Organizational Behavior?

• Organizational behavior (OB) is the study of:

–Human behavior in organizational settings

–The interface between human behavior and the

organization

–The organization itself

1–3

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FIGURE 1.1 The Nature of Organizational Behavior

The Importance of Organizational Behavior

• Organizations can have a powerful influence on

our lives:

–Most people are born and educated in organizations

–Most people acquire most of their material

possessions from organizations

–Most people die as members of organizations

–Many of our activities are regulated by governmental

organizations

–Most people spend most of their lives in organizations

1–5

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Organizational Behavior and Management:

Why Study OB?

• Studying organizational behavior can clarify

factors that affect how managers manage by:

–Describing the complex human context of

organizations

–Defining the associated opportunities, problems,

challenges, and issues

–Isolating important aspects of the manager’s job

–Offering specific perspectives on the human side

of management

1–6

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Why Study OB? (cont’d)

• Studying OB helps managers understand:

–The behaviors of others in the organization

• Personal needs, motives, behaviors, feelings and career

dynamics

• Attitudinal processes, individual differences, group dynamics,

inter group dynamics, organization culture, power, and

political behavior

–Interactions with people outside of the organization

and other organizations

–The environment, technology, and global issues

1–7

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Organizational Behavior and

the Management Process

• Management

Functions

–Planning

–Organizing

–Leading

–Controlling

• Resources Used

by Managers

–Human

–Financial

–Physical

–Information

1–8

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1–9

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Functions of Management

Planning Determining an organization’s desired

future position and the best means of

getting there

Organizing Designing jobs, grouping jobs into units,

and establishing patterns of authority

between jobs and units

Leading Getting organizational members to work

together toward the organization’s goals

Controlling Monitoring and correcting the actions of

the organization and its members to keep

them directed toward their goals

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FIGURE 1.2 Basic Managerial Functions

1–11

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Organizational Behavior and

the Manager’s Job

Interpersonal Informational Decision-Making

Basic Managerial Roles

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Table 1.1 Important Managerial Roles

Category Role Example

Interpersonal Figurehead Attend employee retirement ceremony

Leader Encourage workers to increase productivity

Liaison Coordinate activities of two committees

Informational Monitor Scan Business Week for information about

competition

Disseminator Send out memos outlining new policies

Spokesperson Hold press conference to announce new plant

Decision-Making Entrepreneur Develop idea for new product and convince

others of its merit

Disturbance handler Resolve dispute

Resource allocator Allocate budget requests

Negotiator Settle new labor contract

1–13

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Critical Managerial Skills

Technical Skills necessary to accomplish

specific tasks within the organization

Interpersonal Skills used to communicate with,

understand, and motivate individuals

and groups

Conceptual Skills used in abstract thinking

Diagnostic Skills to understand cause-effect

relationships and to recognize optimal

solutions to problems

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FIGURE 1.3 Managerial Skills at Different Organizational Levels

Contemporary Organizational Behavior

• Characteristics of the Field

– Interdisciplinary in focus

– Descriptive in nature

• Basic Concepts of the Field

1. Individual processes

2. Interpersonal processes

3. Organizational processes/characteristics

1–15

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FIGURE 1.4

The Framework

for Understanding

Organizational

Behavior

Contemporary Organizational Behavior

1–17

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Contextual

Perspectives on

Organizational

Behavior

Systems Perspective

Situational Perspective

Contingency

Interactional

The Systems Perspective

• System

–An interrelated set of elements that function

as a whole—inputs are combined/transformed

by managers into outputs from the system

• Value of the Systems Perspective

–Underscores the importance of an organization’s

environment

–Conceptualizes the flow and interaction of various

elements of the organization.

1–18

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The Situational Perspective

• The Situational Perspective

–Recognizes that most organizational situations

and outcomes are influenced by other variables

• The Universal Model

–Presumes a direct cause-and-effect linkage

between variables

–Complexities of human behavior and

organizational settings make universal

conclusions virtually impossible

1–19

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FIGURE 1.5 The Systems Approach to Organizations

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FIGURE 1.6 Universal Versus Situational Approach

Interactionalism: People and Situations

• Interactionalist Perspective

–Focuses on how individuals and situations interact

continuously to determine individuals’ behavior

–Attempts to explain how people select, interpret, and

change various situations.

1–22

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FIGURE 1.7 The Interactionalist Perspective on Behavior in Organizations

Managing for Effectiveness

• Managers work toward accomplishing

the various goals (outcomes) that exist

at specific levels in an organization:

–Individual-level outcomes

–Group-level outcomes

–Organizational-level outcomes

1–24

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FIGURE 1.8 Managing for Effectiveness

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• Based on your reading of the chapter opening case:

–What is employee turnover so low at Wegmans?

–Which basic managerial roles and skills is Danny

Wegman using to show his employees that the

organization really cares about them?

–Why haven’t competitors adopted the Wegmans’

employee-focused strategy?

Organizational Behavior in Action