CH 1 Final

Robbins & Judge
Organizational Behavior
14th Edition
Global Edition
What
What Is
Is Organizational
Organizational Behavior?
Behavior?
Kelli J. Schutte
William Jewell College
Copyright © 2011 Pearson Education 1-1

Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter you should be able to:
– 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 few absolutes apply to 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
The Importance
Importance of
of Interpersonal
Interpersonal Skills
Skills
 Understanding OB helps determine manager

effectiveness
– Technical and quantitative skills are important
– But leadership and communication skills are CRITICAL
 Organizational benefits of skilled managers

– Lower turnover of quality employees
– Higher quality applications for recruitment
– Better financial performance

What
What Managers
Managers Do
Do
 They get things done through other people.
 Management Activities:
– Make decisions
– Allocate resources
– Direct activities of others to attain goals
 Work in an 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
Management Functions
Functions

Essential
Essential Management
Management Skills
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

Luthans’
Luthans’ Study
Study of
of Managerial
Managerial Activities
Activities
 Four types of managerial activity:
– Traditional Management
• Decision making, planning, and controlling
– Communication
• Exchanging routine information and processing paperwork
– Human Resource Management
• Motivating, disciplining, managing conflict, staffing and
training
– Networking
• Socializing, politicking, and interacting with others

Successful
Successful vs.
vs. Effective
Effective Allocation
Allocation by
by Time
Time
Managers who promoted faster (were successful) did different

things than did effective managers (those who did their jobs well)
E X H I B I T 1–2
E X H I B I T 1–2

Organizational
Organizational Behavior
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.

Intuition
Intuition and
and Systematic
Systematic Study
Study
The two are complementary means of predicting behavior.

Copyright © 2011 Pearson Education
1-10
An
An Outgrowth
Outgrowth of
of Systematic
Systematic Study…
Study…
Evidence-Based Management (EBM)
Basing managerial decisions on the best available

scientific evidence
Must think like scientists:

Managers
Managers Should
Should Use
Use All
All Three
Three Approaches
Approaches
The trick is to know when to go with your gut.

– Jack Welsh
Use evidence as much as possible to inform your intuition

and experience. That is the promise of OB.

Contributing
Contributing Disciplines
Disciplines
Many behavioral sciences

have contributed to the
development of
Organizational
Behavior
See E X H I B I T 1–3 for details

See E X H I B I T 1–3 for details

Few
Few Absolutes
Absolutes in
in OB
OB
Situational factors that make the main relationship
between two variables change—e.g., the relationship
may hold for one condition but not another.

Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
 Responding to Economic Pressures
 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
1-15
Copyright © 2011 Pearson Education
Developing
Developing an
an OB
OB Model
Model
 A model is an abstraction of reality – a simplified
representation of some real-world phenomenon.
 Our OB model has three levels of analysis
– Each level is constructed on the prior level
E X H I B I T 1-4
E X H I B I T 1-4

Interesting
Interesting OB
OB Dependent
Dependent Variables
Variables
 Productivity
– Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) and
efficiency (meeting goals at a low cost).
 Absenteeism
– Failure to report to work – a huge cost to employers.
 Turnover
– Voluntary and involuntary permanent withdrawal from an
organization.
 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.
More
More Interesting
Interesting OB
OB Dependent
Dependent Variables
Variables
 Organizational Citizenship Behavior (OCB)
– Discretionary behavior that is not part of an employee’s
formal job requirements, but that nevertheless promotes the
effective functioning of the organization.
 Job Satisfaction
– A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics.

Summary
Summary and
and Managerial
Managerial Implications
Implications
 Managers need to develop their interpersonal skills to
be effective.
 OB focuses on how to improve factors that make
organizations more effective.
 The best predictions of behavior are made from a
combination of systematic study and intuition.
 Situational variables moderate cause-and-effect
relationships, which is why OB theories are contingent.
 There are many OB challenges and opportunities for
managers today.
 The textbook is based on the contingent OB model.

All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission
of the publisher. Printed in the United States of America.
Copyright ©2011 Pearson Education

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Robbins & Judge

Copyright © 2011 Pearson Education 1-1

 Understanding OB helps determine manager

 Organizational benefits of skilled managers

Copyright © 2011 Pearson Education 1-3

 They get things done through other people.

Copyright © 2011 Pearson Education 1-5

Copyright © 2011 Pearson Education 1-6

Copyright © 2011 Pearson Education 1-7

Managers who promoted faster (were successful) did different

Copyright © 2011 Pearson Education 1-8

A field of study that investigates the

Copyright © 2011 Pearson Education 1-9

The two are complementary means of predicting behavior.

Basing managerial decisions on the best available

Must think like scientists:

Copyright © 2011 Pearson Education 1-11

The trick is to know when to go with your gut.

Use evidence as much as possible to inform your intuition

Copyright © 2011 Pearson Education 1-12

Many behavioral sciences

See E X H I B I T 1–3 for details

Copyright © 2011 Pearson Education 1-13

Copyright © 2011 Pearson Education 1-14

Copyright © 2011 Pearson Education 1-16

Copyright © 2011 Pearson Education 1-18

Copyright © 2011 Pearson Education 1-19

Copyright ©2011 Pearson Education

Copyright © 2011 Pearson Education 1-20

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