PGSM- MBA Program 1 o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o r stephen p. robbins e l e v e n t h e d i t i o ne l e v e n t h e d i t i o n ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook PowerPoint Presentation by Charlie Cook What Is Organizational Behavior Chapter One PGSM- MBA Program 2 © 2005 Prentice Hall Inc. All rights reserved. 1–2 After studying this chapter, you should be able to: 1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of OB. 4. List the major challenges and opportunities for managers to use OB concepts. 5. 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 © 2005 Prentice Hall Inc. All rights reserved. 1–3 After studying this chapter, you should be able to: 6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB. 8. Identify the three levels of analysis in this book’s OB model. L E A R N I N G O B J E C T I V E S (cont’d) PGSM- MBA Program 3 © 2005 Prentice Hall Inc. All rights reserved. 1–4 What Managers DoWhat Managers Do Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals Managers (or administrators) Individuals who achieve goals through other people. © 2005 Prentice Hall Inc. All rights reserved. 1–5 Where Managers WorkWhere 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. PGSM- MBA Program 4 © 2005 Prentice Hall Inc. All rights reserved. 1–6 Management FunctionsManagement Functions Management Functions Management Functions PlanningPlanning Organizing Organizing Leading LeadingControllingControlling © 2005 Prentice Hall Inc. All rights reserved. 1–7 Management Functions (cont’d)Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. PGSM- MBA Program 5 © 2005 Prentice Hall Inc. All rights reserved. 1–8 Management Functions (cont’d)Management Functions (cont’d) 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. © 2005 Prentice Hall Inc. All rights reserved. 1–9 Management Functions (cont’d)Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. PGSM- MBA Program 6 © 2005 Prentice Hall Inc. All rights reserved. 1–10 Management Functions (cont’d)Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. © 2005 Prentice Hall Inc. All rights reserved. 1–11 Mintzberg’s Managerial RolesMintzberg’s Managerial Roles E X H I B I T 1–1 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. PGSM- MBA Program 7 © 2005 Prentice Hall Inc. All rights reserved. 1–12 Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. © 2005 Prentice Hall Inc. All rights reserved. 1–13 Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d) E X H I B I T 1–1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. PGSM- MBA Program 8 © 2005 Prentice Hall Inc. All rights reserved. 1–14 Management SkillsManagement 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. © 2005 Prentice Hall Inc. All rights reserved. 1–15 Effective Versus Successful Managerial Activities (Luthans) 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 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 PGSM- MBA Program 9 © 2005 Prentice Hall Inc. All rights reserved. 1–16 E X H I B I T 1–2 E X H I B I T 1–2 Allocation of Activities by TimeAllocation of Activities by Time Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988). © 2005 Prentice Hall Inc. All rights reserved. 1–17 Enter Organizational BehaviorEnter 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 organization’s effectiveness. PGSM- MBA Program 10 © 2005 Prentice Hall Inc. All rights reserved. 1–18 Replacing Intuition with Systematic StudyReplacing 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 A feeling not necessarily supported by research. © 2005 Prentice Hall Inc. All rights reserved. 1–19 Replacing Intuition with Systematic StudyReplacing Intuition with Systematic Study The Facts Preconceived Notions ≠ [...]... Program 1–41 21 eleventh edition organizational behavior stephen p robbins Chapter 2 Foundations of Individual Behavior ORGANIZATIONAL BEHAVIOR S T E P H E N P R O B B I N S E L E V E N T H © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook 1 OBJECTIVES LEARNING After studying this chapter, you should be able to:... 1 Define the key biographical characteristics 2 Identify two types of ability 3 Shape the behavior of others 4 Distinguish between the four schedules of reinforcement 5 Clarify the role of punishment in learning 6 Practice self-management © 2005 Prentice Hall Inc All rights reserved 2–2 Biographical Characteristics Biographical Characteristics Personal characteristics—such as age, gender, and marital... rights reserved 1–36 The Dependent Variables (cont’d) Absenteeism The failure to report to work Turnover The voluntary and involuntary permanent withdrawal from an organization © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 1–37 19 The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but... behavior  Negative reinforcement – Removing an unpleasant consequence when the desired behavior occurs  Punishment – Applying an undesirable condition to eliminate an undesirable behavior  Extinction – Withholding reinforcement of a behavior to cause its cessation © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 2–15 8 Schedules of Reinforcement Continuous Reinforcement A desired behavior. .. All rights reserved PGSM- MBA Program 2–15 8 Schedules of Reinforcement Continuous Reinforcement A desired behavior is reinforced each time it is demonstrated Intermittent Reinforcement A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated © 2005 Prentice Hall Inc All rights reserved 2–16 Schedules of Reinforcement (cont’d) Fixed-Interval... absenteeism by rewarding attendance, not absence  Employee Discipline – The use of punishment can be counter-productive  Developing Training Programs – OB MOD methods improve training effectiveness  Self-management – Reduces the need for external management control © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 2–22 12 eleventh edition organizational behavior stephen p robbins Chapter. .. Chapter 3 Values, Attitudes, and Job Satisfaction ORGANIZATIONAL BEHAVIOR S T E P H E N P R O B B I N S E L E V E N T H © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: 1 Contrast terminal and instrumental values 2 List the dominant values in today’s workforce... Works, Inc All rights reserved Used with permission E X H I B I T 2–3 © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 2–11 6 Theories of Learning (cont’d) Operant Conditioning A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment Key Concepts • Reflexive (unlearned) behavior • Conditioned (learned) behavior • Reinforcement © 2005 Prentice Hall... reserved 2–20 Behavior Modification OB Mod The application of reinforcement concepts to individuals in the work setting Five Step Problem-Solving Model 1 Identify critical behaviors 2 Develop baseline data 3 Identify behavioral consequences 4 Develop and apply intervention 5 Evaluate performance improvement © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 2–21 11 OB MOD Organizational. ..Toward an OB Discipline E X H I B I T 1–3 © 2005 Prentice Hall Inc All rights reserved 1–20 Contributing Disciplines to the OB Field Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals E X H I B I T 1–3 (cont’d) © 2005 Prentice Hall Inc All rights reserved PGSM- MBA Program 1–21 11 Contributing Disciplines to the OB Field . Charlie Cook What Is Organizational Behavior Chapter One PGSM- MBA Program 2 © 2005 Prentice Hall Inc. All rights reserved. 1–2 After studying this chapter, you should be able to: 1. Define organizational. 1–17 Enter Organizational BehaviorEnter Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within. Dependent Variables (cont’d)The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that