OB-ch01-What-is-OB

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ORGANIZATIONAL BEHAVIOR : 

ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S T E N T H E D I T I O N

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: : 

1–2 AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: Define organizational behavior (OB). Describe what managers do. List the major challenges and opportunities for managers to use OB concepts. Identify the contributions made by major behavioral science disciplines to OB. L E A R N I N G O B J E C T I V E S

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: : 

1–3 AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: Describe why managers require a knowledge of OB. Explain the need for a contingency approach to the study of OB. L E A R N I N G O B J E C T I V E S (cont’d)

What Managers Do : 

1–4 What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals

Where Managers Work : 

1–5 Where Managers Work

The Management Process : 

1–6 The Management Process Source: Adapted from G. Terry, 1972. Principles of Management. Homewood, IL: Irwin, 4.

Management Functions : 

1–7 Management Functions ManagementFunctions

Management Functions (cont’d) : 

1–8 Management Functions (cont’d)

Management Functions (cont’d) : 

1–9 Management Functions (cont’d)

Management Functions (cont’d) : 

1–10 Management Functions (cont’d)

Management Functions (cont’d) : 

1–11 Management Functions (cont’d)

Slide 12: 

1–12 Continuous Improvement Total Quality Management New ManagerialFunctions

Mintzberg’s Managerial Roles : 

1–13 Mintzberg’s Managerial Roles Interpersonal Informational Decisional

Mintzberg’s Managerial Roles : 

1–14 Mintzberg’s Managerial Roles

Mintzberg’s Managerial Roles (cont’d) : 

1–15 Mintzberg’s Managerial Roles (cont’d)

Mintzberg’s Managerial Roles (cont’d) : 

1–16 Mintzberg’s Managerial Roles (cont’d)

Management Skills : 

1–17 Management Skills

Slide 18: 

1–18 New Managerial Skills Delegation and Empowerment Managing Diversity Managing Change Managing One’s Career

Effective Versus Successful Managerial Activities (Luthans) : 

1–19 Effective Versus Successful Managerial Activities (Luthans) Traditional management Decision making, planning, and controlling Communications Exchanging routine information and processing paperwork Human resource management Motivating, disciplining, managing conflict, staffing, and training Networking Socializing, politicking, and interacting with others

Allocation of Activities by Time : 

1–20 Allocation of Activities by Time

Slide 21: 

1–21 Organizational Behavior How Organizations Use Human Resources to Achieve Goals How People Behave in Organizations

What is Organizational Behavior? : 

1–22 What is Organizational Behavior? Organizational Behavior (OB) is the study: of human behavior in organizational settings; of the interface between human behavior and the organization; of the organization itself. All these three areas are necessary for a comprehensive understanding or organizational behavior. We can study individual behavior without explicitly considering the organization. But the organization influences and is influenced by the individual, we cannot fully understand the individual’s behavior without learning something about the organization.

What is Organizational Behavior? Contd., : 

1–23 What is Organizational Behavior? Contd.,

Slide 24: 

1–24

Contributing Disciplines to the OB Field : 

1–25 Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (cont’d) : 

1–26 Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d) : 

1–27 Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d) : 

1–28 Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d) : 

1–29 Contributing Disciplines to the OB Field (cont’d)

FUNDAMENTAL CONCEPTS : 

1–30 FUNDAMENTAL CONCEPTS Key forces affecting organizational behavior

Challenges and Opportunity for OB : 

1–31 Challenges and Opportunity for OB Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

Challenges and Opportunity for OB (cont’d) : 

1–32 Challenges and Opportunity for OB (cont’d) Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior

The Setting For Organizational Behavior : 

1–33 The Setting For Organizational Behavior Management practices and organization design are major contributors to employee attitudes, motivation, and behaviors.

The Origin of Organizations : 

1–34 The Origin of Organizations

The Origin of Different Types of Organizations : 

1–35 The Origin of Different Types of Organizations

Organizational Chart : 

1–36 Organizational Chart A schematic drawing that depicts hierarchical relationships (chain of command) among all positions in the organization.

Organization Defined : 

1–37 Organization Defined “Machine” Approach A technical or mechanical system that transforms inputs into the goods and services required to serve a societal need. Social System Approach A system characterized by relatively enduring interaction patterns that link people and people asthey pursue organizational goals.

The Machine View of Organization : 

1–38 The Machine View of Organization

Strategic Choices : 

1–39 Strategic Choices

Slide 40: 

1–40 Challenges for Today’s Organizations Rapid Pace of Change Multiple Stakeholders Globalization and Culture High Quality and Low Cost

Slide 41: 

1–41

Slide 42: 

1–42

Basic OB Model, Stage I : 

1–43 Basic OB Model, Stage I

The Dependent Variables : 

1–44 The Dependent Variables x y

The Dependent Variables (cont’d) : 

1–45 The Dependent Variables (cont’d)

The Dependent Variables (cont’d) : 

1–46 The Dependent Variables (cont’d)

The Dependent Variables (cont’d) : 

1–47 The Dependent Variables (cont’d)

The Dependent Variables (cont’d) : 

1–48 The Dependent Variables (cont’d)

The Independent Variables : 

1–49 The Independent Variables IndependentVariables

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