mob chap 1 - may14
TRANSCRIPT
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Prepared by Charlie Cook
The University of West Alabama
© 2012 South-Western, a part of Cengage Learning
All rights reserved.
Introduction to Organizational
Behavior
Chapter 1
10th Edition
Managing Organizational Behavior
Moorhead & Griffin
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After studying this chapter you should be able to:
1. Define organizational behavior.
2. Identify the functions that comprise the management process
and relate them to organizational behavior.
3. Relate organizational behavior to basic managerial roles andskills.
4. Describe contemporary organizational behavior.
5. Discuss contextual perspectives on organizational behavior.
6. Describe the role of organizational behavior in managing foreffectiveness
Chapter Learning Objectives
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What is ….
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1.1 The Nature of Organizational Behavior
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The Importance of Organizational
Behavior•
Organizations can have a powerful
influence on our lives:
– Most people are born and educated in
organizations
– Most people acquire most of their material
possessions from organizations
– Most people die as members of organizations
– Many of our activities are regulated by
governmental organizations
– Most people spend most of their lives in
organizations
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Why Study OB?
•Studying organizational behavior canclarify factors that affect howmanagers manage by:
– Describing the complex human contextof organizations
– Defining the associated opportunities,problems, challenges, and issues
– Isolating important aspects of the
manager’s job – Offering specific perspectives on the
human side of management
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• Let’s watch this video
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Organizational Behavior and
the Management Process
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ManagementFunctions
Planning
Organizing
Leading
Controlling
Resources Usedby Managers
Human
Financial
Physical
Information
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1.2 Basic Managerial Functions
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Functions of Management
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Planning Determining an organization’sdesired future position and the best
means of getting there
Organizing Designing jobs, grouping jobs into
units, and establishing patterns of
authority between jobs and units
Leading Getting organizational members to
work together toward the
organization’s goals
Controlling Monitoring and correcting the actionsof the organization and its members
to keep them directed toward their
goals
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Organizational Behavior and
the Manager’s Job
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Interpersonal Informational Decision-Making
Basic Managerial Roles
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1.1 Important Managerial Roles
Category Role Example
Interpersonal Figurehead Attend employee retirement ceremony
Leader Encourage workers to increase productivity
Liaison Coordinate activities of two committees
Informational Monitor Scan business publications for information
about competition
Disseminator Send out memos outlining new policies
Spokesperson Hold press conference to announce new plant
Decision Making Entrepreneur Develop idea for new product and convince
others of its merit
Disturbance handler Resolve dispute
Resource allocator Allocate budget requests
Negotiator Settle new labor contract
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Critical Managerial Skills
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TechnicalSkills necessary to accomplish
specific tasks within the
organization
Interpersonal Skills used to communicate with,
understand, and motivateindividuals and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect
relationships and to recognize
optimal solutions to problems
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1.4
The Framework
for Understanding
OrganizationalBehavior
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Managing for Effectiveness
• Managers work toward accomplishing the various
goals (outcomes) that exist at specific levels in anorganization:
– Individual-level outcomes
– Group-level outcomes
– Organizational-level outcomes
© 2012 South-Western, a part of Cengage Learning 1 –15
• Managers work toward accomplishing the various
goals (outcomes) that exist at specific levels in anorganization:
– Individual-level outcomes
– Group-level outcomes
– Organizational-level outcomes
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1.8 Managing for Effectiveness
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