Organizational Behavior

Topics: Classical conditioning, Job satisfaction, Management Pages: 51 (7727 words) Published: July 1, 2015
Organizational Behavior
BUS 502
Md. Lutfar Rahman
Faculty
College of Business Administration
IUBAT—International University of Business Agriculture
and Technology

Text
• Organizational Behavior 13th Edition
• Author: Stephen P. Robbins

Chapter

ONE

What is
Organizational
Behavior?

Organizational Behavior
• Organizational behavior (often abbreviated
OB) is 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. That’s a mouthful, so
let’s break it down.

• To sum up our definition, OB is the study of what
people do in an organization and how their behavior
affects the organization’s performance. And because
OB is concerned specifically with employmentrelated situations, you should not be surprised that it emphasizes behavior as related to concerns such as
jobs, work, absenteeism, employment turnover,
productivity, human performance, and management.

• OB includes the core topics of motivation,
leader behavior and power, interpersonal
communication, group structure and
processes, learning, attitude development
and perception, change processes, conflict,
work design, and work stress.

The Importance of Interpersonal Skills
• Until the late 1980s, business school curricula
emphasized the technical aspects of management,
focusing on economics, accounting, finance, and
quantitative techniques.
• Over the past three decades, however, business
faculty have come to realize the role that
understanding human behavior plays in determining
a manager’s effectiveness, and required courses on
people skills have been added to many curricula.

• “M.B.A. students may get by on their
technical and quantitative skills the first
couple of years out of school. But soon,
leadership and communication skills come
to the fore in distinguishing the managers
whose careers really take off.”

• A recent survey of hundreds of workplaces
including Starbucks, Adobe Systems, Cisco,
Whole Foods, Google, American Express,
Amgen, Pfizer, and Marriott, and more than
200,000 respondents, showed the social
relationships among co-workers and
supervisors were strongly related to overall
job satisfaction.

• Positive social relationships also were
associated with lower stress at work and
lower intentions to quit. So having managers
with good interpersonal skills is likely to
make the workplace more pleasant, which in
turn makes it easier to hire and keep qualified
people. Creating a pleasant workplace also
appears to make good economic sense.

OBJECTIVES
LEARNING

After studying this chapter, you sho
be able to:
1. Describe what managers do.

2. Define organizational behavior (OB).
3. Explain the value of the systematic study
of OB.
4. Identify the contributions made by major
behavioral science disciplines to OB.
5. List the major challenges and
opportunities for managers to use OB
concepts.

What
What Managers
Managers Do
Do
Managers (or administrators)
Individuals who achieve goals through other
people.
Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

Where
Where Managers
Managers Work
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.

Management
Management Functions
Functions
Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

Management
Management Functions
Functions (cont’d)
(cont’d)
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to...
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