Organizational behavior

Chapter

ONE

What is
Organizational
Behavior?

OBJECTIVES
LEARNING

After studying this chapter, you should be able to:
1. Describe what managers do.

2. Define organizational behavior (OB).
3. Explain the value of the systematic study of OB.
4. Identify the contributions made by major behavioral science disciplines to OB.

5. List the major challenges and opportunities for managers to use OB concepts. What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial Activities
• Make decisions

• Allocate resources
• Direct activities of others to attain goals

Where 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. Management Functions
Planning

Organizing

Management
Functions
Controlling

Leading

Management Functions (cont’d)
Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

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.

Management Functions (cont’d)
Leading
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Mintzberg’s Managerial Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1

Mintzberg’s Managerial Roles (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973