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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,Chapter,ONE,What Is,Organizational,Behavior?,After studying this chapter, you should,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,L,E,A,R,N,I,N,G,O,B,J,E,C,T,I,V,E,S,What Managers Do,Managerial Activities,?,Make decisions,?,Allocate resources,?,Direct activities of others to,attain goals,Managers (or,Administrators,),Individuals who achieve goals through other people,Where 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,Management Functions,Planning,Organizing,Leading,Controlling,Management,Functions,Management Functions (contd),Planning,A process that includes defining goals,establishing strategy, and developing plans,to coordinate activities,Management Functions (contd),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,Management Functions (contd),Leading,A function that includes motivating,employees, directing others, selecting the,most effective communication channels,and resolving conflicts,Management Functions (contd),Controlling,Monitoring activities to ensure they are being,accomplished as planned and correcting any significant,deviations,Mintzbergs Managerial Roles,E X H I B I T 1,1,Source:,Adapted from,The Nature of Managerial Work,by H. Mintzberg. Copyright ? 1973,by H. Mintzberg. Reprinted by permission of Pearson Education.,Mintzbergs Managerial Roles (contd),E X H I B I T 1,1 (contd),Source:,Adapted from,The Nature of Managerial Work,by H. Mintzberg. Copyright ? 1973,by H. Mintzberg. Reprinted by permission of Pearson Education.,Mintzbergs Managerial Roles (contd),E X H I B I T 1,1 (contd),Source:,Adapted from,The Nature of Managerial Work,by H. Mintzberg. Copyright ? 1973,by H. Mintzberg. Reprinted by permission of Pearson Education.,Management 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,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,Allocation of Activities by Time,Enter 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,organizations effectiveness,Complementing 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,“Gut” feelings about “why I do what I do” and “what makes,others tick”,Contributing Disciplines to the OB Field,E X H I B I T 1,3 (contd),Psychology,The science that seeks to measure, explain, and,sometimes change the behavior of humans and other,animals,Contributing Disciplines to the OB Field (contd),E X H I B I T 1,3 (contd),Sociology,The study of people in relation to their fellow human,beings,Contributing Disciplines to the OB Field (contd),E X H I B I T 1,3 (contd),Social Psychology,An area within psychology that blends concepts from,psychology and sociology and that focuses on the influence,of people on one another,Contributing Disciplines to the OB Field (contd),E X H I B I T 1,3 (contd),Anthropology,The study of societies to learn about human beings and,their activities,There Are Few Absolutes in OB,x,y,Contingency variables: “It Depends!”,Situational factors that make the main relationship,between two variables change,e.g., the,relationship may hold for one condition but not,another,Country 1,x,y,Country 2,May be related to,May NOT be related to,In,In,Challenges and Opportunities for OB,?,Responding to Globalization,Increased foreign assignments,Working with people from different cultures,Coping with anti-capitalism backlash,Overseeing movement of jobs to countries with,low-cost labor,Managing people during the war on terror,?,Managing Workforce Diversity,Embracing diversity,Changing U.S. demographics,Implications for managers,?,Recognizing and responding to differences,Domestic,Partners,Major Workforce Diversity Categories,Race,Non-Christian,National,Origin,Age,Disability,E X H I B I T 1,4,Gender,Challenges and Opportunities for OB (contd),?,Improving Quality and Productivity,Quality management (QM),Process reengineering,?,Responding to the Labor Shortage,Changing work force demographics,Fewer skilled laborers,Early retirements and older workers,?,Improving Customer Service,Increased expectation of service quality,Customer-responsive cultures,What Is Quality Management?,1.,Intense focus on the customer,2.,Concern for continuous improvement,3.,Improvement in the quality of everything the,organization does,4.,Accurate measurement,5.,Empowerment of employees,E X H I B I T 1,6,Challenges and Opportunity for OB (contd),?,Improving people skills,?,Empowering people,?,Stimulating innovation and change,?,Coping with “temporariness”,?,Working in networked organizations,?,Helping employees balance work/life conflicts,?,Improving ethical behavior,?,Managing people during the war on terrorism,A Downside to Empowerment?,Basic OB Model, Stage I,E X H I B I T 1-6,Model,An abstraction of reality,A simplified representation of,some real-world phenomenon,The Dependent Variables,x,y,Dependent Variable,A response that is affected by an independent variable (what,organizational behavior researchers try to understand),The Dependent Variables (contd),Productivity,A performance measure that includes,effectiveness and efficiency,Effectiveness,Achievement of goals,Efficiency,Meeting goals at a low cost,The Dependent Variables (contd),Absenteeism,The failure to report to work,Turnover,The voluntary and,involuntary permanent,withdrawal from an,organization,The Dependent Variables (contd),Deviant Workplace Behavior,Voluntary behavior that violates,significant organizational norms and,thereby threatens the well-being of the,organization and/or any of its members,The Dependent Variables (contd),Organizational Citizenship Behavior,(OCB),Discretionary behavior that is not,part of an employees formal job,requirements, but that nevertheless,promotes the effective functioning of,the organization,The Dependent Variables (contd),Job Satisfaction,A general attitude (not a behavior) toward ones job; a,positive feeling of ones job resulting from an evaluation of,its characteristics,The Independent Variables,Independent,Variables Can Be,Individual-Level,Variables,Organization,System-Level,Variables,Group-Level,Variables,Independent Variable,The presumed cause of some change in the dependent,variable; major determinants of a dependent variable,Basic OB,Model, Stage,II,E X H I B I T 1-7,
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