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Chapter 1. What is Organizational Behavior?. Learning Objectives. Demonstrate the importance of interpersonal skills in the workplace. Describe the manager’s functions, roles, and skills. Define organizational behavior (OB). Show the value to OB of systematic study.

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chapter 1
Chapter 1

What is Organizational Behavior?

learning objectives
Learning Objectives

Demonstrate the importance of interpersonal skills in the workplace.

Describe the manager’s functions, roles, and skills.

Define organizational behavior (OB).

Show the value to OB of systematic study.

Identify the major behavioral science disciplines that contribute to OB.

Demonstrate why there are few absolutes in OB.

Identify the challenges and opportunities managers have in applying OB concepts.

Compare the three levels of analysis in this book’s OB model.

the importance of interpersonal skills
The Importance of Interpersonal Skills

What is interpersonal skills?

Why it is needed?

It is very important but not enough … why?

what managers do
What Managers Do?


They get things done through other people


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





what managers do1
What Managers Do?

Management Roles

Interpersonal Roles




Informational Roles




Decisional Roles


Disturbance Handler

Resource Allocator


what managers do2
What Managers Do?

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

what managers do3
What Managers Do?

Effective Versus Successful Managerial Activities

enter organizational behavior
Enter Organizational Behavior

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

complementing intuition with systematic study
Complementing Intuition with Systematic Study

Systematic Study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

Evidence Based Management

Basing managerial decisions on the best available scientific evidence


A gut feeling not necessarily supported by research

disciplines that contribute to the ob field
Disciplines that Contribute to the OB Field


The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals

Social Psychology

An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another


The study of people in relation to their social environment or culture


The study of societies to learn about human beings and their activities

there are few absolutes in ob
There are Few Absolutes in OB

Why there are few absolutes in OB?

Because of situational factors that make the main relationship between two variables change … e.g., the relationship may hold for one condition but not another

Contingency Variables

Situational Factors

Variable that moderate the relationship between two or more other variables

challenges and opportunities for ob
Challenges and Opportunities for OB


Responding to Globalization


Managing Workforce Diversity


Improving Quality and Productivity


Improving Customer Service


Improving People Skills


Stimulating Innovation and Change


Coping with “Temporariness”


Working in Networked Organizations


Helping Employees Balance Work-Life Conflicts


Creating a Positive Work Environment


Improving Ethical Behavior

coming attractions developing an ob model
Coming Attractions: Developing an OB Model

A model

Abstraction of reality, or a simplified representation of some real-world phenomenon

coming attractions developing an ob model1
Coming Attractions: Developing an OB Model

The Independent Variables (X)

The Dependent Variables (Y)

  • The presumed cause of the change in the dependent variable (Y)
  • This is the variable that OB researchers manipulate to observe the changes in Y
  • This is the response to X (the independent variable)
  • It is what the OB researchers want to predict or explain
  • The interesting variable!

X → Y → Predictive Ability

coming attractions developing an ob model2
Coming Attractions: Developing an OB Model

The Dependent Variables

The Independent Variables


Individual – Level Variables



Group – Level Variables

Deviant Workplace Behavior

Organizational Citizenship Behavior

Organization System – Level Variables

Job Satisfaction

coming attractions developing an ob model toward a contingency ob model
Coming Attractions: Developing an OB ModelToward A contingency OB Model

Dependent Variables (Y)

Three Levels

Independent Variables (X)