Organisation behavior notes

ORGANIZATIONAL BEHAVIOR
T E N T H

E D I T I O N

OBJECTIVES
LEARNING

AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL 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.

O B J E C T I V E S (cont’d)
LEARNING

6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.

What Managers Do

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

Where Managers Work

Management Functions

Planning

Organizing

Management
Functions
Controlling

Leading

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

Mintzberg’s Managerial Roles

EXHIBIT

1-1a

Mintzberg’s Managerial Roles (cont’d)

EXHIBIT

1-1b

Mintzberg’s Managerial Roles (cont’d)

EXHIBIT

1-1c

Management Skills

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

Allocation of Activities by Time

EXHIBIT

1-2

Enter Organizational Behavior

Contributing Disciplines to the OB Field

EXHIBIT

1-3a

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3b

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3c

Contributing Disciplines to the OB Field (cont’d)

EXHIBIT

1-3d