Organizational Behaviour Stephen Robbins Chapter 1 • 1. 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.

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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 • © 2005 Prentice Hall Inc. All rights reserved. 1–2 What Managers DoWhat 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. • © 2005 Prentice Hall Inc. All rights reserved. 1–3 Where Managers WorkWhere 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.

• © 2005 Prentice Hall Inc. All rights reserved. 1–4 Management FunctionsManagement Functions Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. 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. Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

• © 2005 Prentice Hall Inc. All rights reserved. 1–5 Management SkillsManagement 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. • © 2005 Prentice Hall Inc. All rights reserved.

1–6 Effective Versus Successful Managerial Activities (Luthans) 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 • © 2005 Prentice Hall Inc. All rights reserved.

1–7 Enter Organizational BehaviorEnter 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. • © 2005 Prentice Hall Inc. All rights reserved. 1–8 Replacing Intuition with Systematic StudyReplacing 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.

• © 2005 Prentice Hall Inc. All rights reserved. 1–9 Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Sociology The study of people in relation to their fellow human beings. Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Anthropology The study of societies to learn about human beings and their activities.