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Kelli J. SchutteWilliam Jewell College
Robbins, Judge, and Vohra
Organizational Behavior14th Edition
Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthoried adaptation !ro" the #nited $tates edition o! Organizational
Behavior, 14e
What Is Organizational
Behavior?
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Chapter Learning Objectives
After studying this chapter you should be able to Demonstrate the importance of interpersonal skills in the
workplace.
Describe the managers functions, roles, and skills.
Define organizational behavior (OB.
!how the value to OB of s"stematic stud".
#dentif" the ma$or behavioral science disciplines that
contribute to OB.
Demonstrate wh" few absolutes appl" to OB.
#dentif" the challenges and opportunities managers have in
appl"ing OB concepts.
%ompare the three levels of anal"sis in this books OB
model.
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The Importance of InterpersonalSkills
!nderstanding OB helps deter"ine "anager
effectiveness
&echnical and 'uantitative skills are important
But leadership and communication skills are %#%)*
Organizational benefits of s#illed "anagers
*ower turnover of 'ualit" emplo"ees
+igher 'ualit" applications for recruitment
Better financial performance
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What Managers Do
They get things done through other people.
$anage"ent Activities
ake decisions )llocate resources
Direct activities of others to attain goals
%or# in an organization
) consciousl" coordinated social unit composed of two or
more people that functions on a relativel" continuous basis
to achieve a common goal or set of goals.
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Management Functions
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&iscovered ten "anagerial roles
'eparated into three groups
#nterpersonal #nformational
Decisional
Mintberg!s Managerial "oles
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Mintberg!s Managerial "oles#Interpersonal
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Figurehead
LiaisonLeader
Interperonal !ole
See " # $ I % I & 1'1 (or )etail
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Mintberg!s Managerial "oles#Informational
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Monitor
DisseminatorSpokesperson
In(ormational !ole
See " # $ I % I & 1'1 (or )etail
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Mintberg!s Managerial "oles#Decisional
+eciional !ole
1-,
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
See " # $ I % I & 1'1 (or )etail
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$ssential Management Skills
(echnical '#ills &he abilit" to appl" specialized
knowledge or e-pertise
)u"an '#ills &he abilit" to work with, understand,and motivate other people, both
individuall" and in groups
*onceptual '#ills
&he mental abilit" to anal"ze and
diagnose comple- situations
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Luthans! Stu%& of Managerial'ctivities
+our types of "anagerial activity &raditional anagement
Decision making, planning, and controlling
%ommunication
/-changing routine information and processing paperwork
+uman esource anagement
otivating, disciplining, managing conflict, staffing, and
training
0etworking
!ocializing, politicking, and interacting with others
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Successful vs( $)ective 'llocationb& Time
" # $ I % I & 1'2
anager who got promote) (ater /were ucce(ul0)i) )ierent thing than )i) eectie manager
/thoe who )i) their o well0
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Organiational *ehavior
A field of study that investigates the
i"pact that individuals, groups,
and structure have on behavior
ithin organizations, for the
purpose of applying such#noledge toard i"proving an
organization-s effectiveness.
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Intuition an% S&stematic Stu%&
The two are complementary means of predictin
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'n Outgro+th of S&stematic Stu%&,
Evidence/Based $anage"ent 0EB$
Basing "anagerial decisions on the best available
scientific evidence
Must think like scientists:
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Managers Shoul% -se 'll Three'pproaches
The trick is to know when to go with your gut.
1ack 2elsh
2ntuition is often based on inaccurate infor"ation +addis" is prevalent in "anage"ent
'yste"atic study can be ti"e consu"ing
Use evidence as much as possible to inform your intuition
and experience. That is the promise of OB.
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Contributing Disciplines
See " # $ I % I & 1'3 (or )etail
Man& behavioral scienceshave contribute% to the%evelopment ofOrganiational*ehavior
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.s&cholog&
(he science that see#s to "easure, e3plain, and
so"eti"es change the behavior of hu"ans and other
ani"als.
!nit of Analysis #ndividual
*ontributions to OB
*earning, motivation, personalit", emotions, perception
&raining, leadership effectiveness, $ob satisfaction #ndividual decision making, performance appraisal, attitude
measurement
/mplo"ee selection, work design, and work stress
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Social .s&cholog&
An area ithin psychology that blends concepts fro"
psychology and sociology and that focuses on the
influence of people on one another.
!nit of Analysis 3roup
*ontributions to OB
Behavioral change
)ttitude change %ommunication
3roup processes
3roup decision making
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Sociolog&
!nit of Analysis
// Organizational 'yste"
*ontributions to OB
3roup d"namics
2ork teams
%ommunication 4ower
%onflict
#ntergroup behavior
// roup
5ormal organization theor"
Organizational technolog"
Organizational change Organizational culture
(he study of people in relation to their fello hu"an
beings.
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'nthropolog&
!nit of Analysis
// Organizational 'yste"
*ontributions to OB
Organizational culture
Organizational environment
// roup
%omparative values
%omparative attitudes
%ross6cultural anal"sis
(he study of societies to learn about hu"an beings and
their activities.
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Fe+ 'bsolutes in O*
'ituational factors that "a#e the "ain relationship
beteen to variables change5e.g., the relationship
"ay hold for one condition but not another.
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Challenges an% Opportunities for O*
(he "a6or challenges and opportunities are Responding to Econo"ic 7ressures
Responding to lobalization
$anaging %or#force &iversity
'o"e other challenges and
opportunities include 2"proving *usto"er 'ervice
2"proving 7eople '#ills
'ti"ulating 2nnovation and *hange
*oping ith 8(e"porariness9
%or#ing in :etor#ed Organizations
)elping E"ployees Balance %or#/;ife *onflicts
*reating a 7ositive %or# Environ"ent
2"proving Ethical Behavior
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"espon%ing to $conomic .ressures
%hat do you do during
difficult econo"ic ti"es