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
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