Executive Solution Overview
please see attachment – ## chapter1and2.docx – ## griffin_OB_11e_PPT_Ch01.pdf – griffin_OB_11e_PPT_Ch02.pdf **## chapter1and2.docx** **The text identifies four basic managerial functions. Based on your own experiences or observations, provide examples of each function.** Assignment (Chapter …
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please see attachment
– ## chapter1and2.docx
– ## griffin_OB_11e_PPT_Ch01.pdf
– griffin_OB_11e_PPT_Ch02.pdf
**## chapter1and2.docx**
**The text identifies four basic managerial functions. Based on your own experiences or observations, provide examples of each function.**
Assignment (Chapter 2) Must be at least 50 words.
**Do you think concerns regarding ethics will remain central in managerial thinking, or will these concerns eventually become less important? Why?**
We will cover 14 chapters in this course (2 chapters each week-except for week 7).You are to make-up a 16 question multiple choice quiz for each of the chapters (8 questions from each of the 2 chapters for the week we are studying).You are to have 4 answers for each question (A, B, C, & D).
**You will need to give me the answer to each question and the page number where you found it.** The quizzes will be worth 16 points each for a total of 128 points.(8 x 16= 128).
**Your quizzes are due by Sunday at 11:59 pm.**
**## griffin_OB_11e_PPT_Ch01.pdf**
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
and skills.
4. Describe contemporary organizational behavior
characteristics.
5. Discuss contextual perspectives on organizational
behavior.
6. Describe the role of organizational behavior in managing
for effectiveness
1–2
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives
After studying this chapter you should be able to:
What is Organizational Behavior?
• Organizational behavior (OB) is the study of:
–Human behavior in organizational settings
–The interface between human behavior and the
organization
–The organization itself
1–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–4
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 1.1 The Nature of Organizational Behavior
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
1–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and Management:
Why Study OB?
• Studying organizational behavior can clarify
factors that affect how managers manage by:
–Describing the complex human context of
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
1–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Study OB? (cont’d)
• Studying OB helps managers understand:
–The behaviors of others in the organization
• Personal needs, motives, behaviors, feelings and career
dynamics
• Attitudinal processes, individual differences, group dynamics,
inter group dynamics, organization culture, power, and
political behavior
–Interactions with people outside of the organization
and other organizations
–The environment, technology, and global issues
1–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Management Process
• Management
Functions
–Planning
–Organizing
–Leading
–Controlling
• Resources Used
by Managers
–Human
–Financial
–Physical
–Information
1–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–9
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Functions of Management
Planning Determining an organization’s desired
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 actions of
the organization and its members to keep
them directed toward their goals
1–10
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.2 Basic Managerial Functions
1–11
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Manager’s Job
Interpersonal Informational Decision-Making
Basic Managerial Roles
1–12
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
Table 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 Week 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
1–13
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Critical Managerial Skills
Technical Skills necessary to accomplish
specific tasks within the organization
Interpersonal Skills used to communicate with,
understand, and motivate individuals
and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect
relationships and to recognize optimal
solutions to problems
1–14
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.3 Managerial Skills at Different Organizational Levels
Contemporary Organizational Behavior
• Characteristics of the Field
– Interdisciplinary in focus
– Descriptive in nature
• Basic Concepts of the Field
1. Individual processes
2. Interpersonal processes
3. Organizational processes/characteristics
1–15
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–16
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.4
The Framework
for Understanding
Organizational
Behavior
Contemporary Organizational Behavior
1–17
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Contextual
Perspectives on
Organizational
Behavior
Systems Perspective
Situational Perspective
Contingency
Interactional
The Systems Perspective
• System
–An interrelated set of elements that function
as a whole—inputs are combined/transformed
by managers into outputs from the system
• Value of the Systems Perspective
–Underscores the importance of an organization’s
environment
–Conceptualizes the flow and interaction of various
elements of the organization.
1–18
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Situational Perspective
• The Situational Perspective
–Recognizes that most organizational situations
and outcomes are influenced by other variables
• The Universal Model
–Presumes a direct cause-and-effect linkage
between variables
–Complexities of human behavior and
organizational settings make universal
conclusions virtually impossible
1–19
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–20
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.5 The Systems Approach to Organizations
1–21
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.6 Universal Versus Situational Approach
Interactionalism: People and Situations
• Interactionalist Perspective
–Focuses on how individuals and situations interact
continuously to determine individuals’ behavior
–Attempts to explain how people select, interpret, and
change various situations.
1–22
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–23
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.7 The Interactionalist Perspective on Behavior in Organizations
Managing for Effectiveness
• Managers work toward accomplishing
the various goals (outcomes) that exist
at specific levels in an organization:
–Individual-level outcomes
–Group-level outcomes
–Organizational-level outcomes
1–24
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–25
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.8 Managing for Effectiveness
1–26
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• Based on your reading of the chapter opening case:
–What is employee turnover so low at Wegmans?
–Which basic managerial roles and skills is Danny
Wegman using to show his employees that the
organization really cares about them?
–Why haven’t competitors adopted the Wegmans’
employee-focused strategy?
Organizational Behavior in Action
**griffin_OB_11e_PPT_Ch02.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/griffin-ob-11e-ppt-ch02-pdf)
**griffin_OB_11e_PPT_Ch02.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/griffin-ob-11e-ppt-ch02-pdf)
**## chapter1and2.docx**
**The text identifies four basic managerial functions. Based on your own experiences or observations, provide examples of each function.**
Assignment (Chapter 2) Must be at least 50 words.
**Do you think concerns regarding ethics will remain central in managerial thinking, or will these concerns eventually become less important? Why?**
We will cover 14 chapters in this course (2 chapters each week-except for week 7).You are to make-up a 16 question multiple choice quiz for each of the chapters (8 questions from each of the 2 chapters for the week we are studying).You are to have 4 answers for each question (A, B, C, & D).
**You will need to give me the answer to each question and the page number where you found it.** The quizzes will be worth 16 points each for a total of 128 points.(8 x 16= 128).
**Your quizzes are due by Sunday at 11:59 pm.**
**## griffin_OB_11e_PPT_Ch01.pdf**
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
and skills.
4. Describe contemporary organizational behavior
characteristics.
5. Discuss contextual perspectives on organizational
behavior.
6. Describe the role of organizational behavior in managing
for effectiveness
1–2
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives
After studying this chapter you should be able to:
What is Organizational Behavior?
• Organizational behavior (OB) is the study of:
–Human behavior in organizational settings
–The interface between human behavior and the
organization
–The organization itself
1–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–4
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 1.1 The Nature of Organizational Behavior
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
1–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and Management:
Why Study OB?
• Studying organizational behavior can clarify
factors that affect how managers manage by:
–Describing the complex human context of
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
1–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Study OB? (cont’d)
• Studying OB helps managers understand:
–The behaviors of others in the organization
• Personal needs, motives, behaviors, feelings and career
dynamics
• Attitudinal processes, individual differences, group dynamics,
inter group dynamics, organization culture, power, and
political behavior
–Interactions with people outside of the organization
and other organizations
–The environment, technology, and global issues
1–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Management Process
• Management
Functions
–Planning
–Organizing
–Leading
–Controlling
• Resources Used
by Managers
–Human
–Financial
–Physical
–Information
1–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–9
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Functions of Management
Planning Determining an organization’s desired
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 actions of
the organization and its members to keep
them directed toward their goals
1–10
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.2 Basic Managerial Functions
1–11
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Manager’s Job
Interpersonal Informational Decision-Making
Basic Managerial Roles
1–12
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
Table 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 Week 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
1–13
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Critical Managerial Skills
Technical Skills necessary to accomplish
specific tasks within the organization
Interpersonal Skills used to communicate with,
understand, and motivate individuals
and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect
relationships and to recognize optimal
solutions to problems
1–14
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.3 Managerial Skills at Different Organizational Levels
Contemporary Organizational Behavior
• Characteristics of the Field
– Interdisciplinary in focus
– Descriptive in nature
• Basic Concepts of the Field
1. Individual processes
2. Interpersonal processes
3. Organizational processes/characteristics
1–15
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–16
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.4
The Framework
for Understanding
Organizational
Behavior
Contemporary Organizational Behavior
1–17
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Contextual
Perspectives on
Organizational
Behavior
Systems Perspective
Situational Perspective
Contingency
Interactional
The Systems Perspective
• System
–An interrelated set of elements that function
as a whole—inputs are combined/transformed
by managers into outputs from the system
• Value of the Systems Perspective
–Underscores the importance of an organization’s
environment
–Conceptualizes the flow and interaction of various
elements of the organization.
1–18
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Situational Perspective
• The Situational Perspective
–Recognizes that most organizational situations
and outcomes are influenced by other variables
• The Universal Model
–Presumes a direct cause-and-effect linkage
between variables
–Complexities of human behavior and
organizational settings make universal
conclusions virtually impossible
1–19
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–20
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.5 The Systems Approach to Organizations
1–21
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.6 Universal Versus Situational Approach
Interactionalism: People and Situations
• Interactionalist Perspective
–Focuses on how individuals and situations interact
continuously to determine individuals’ behavior
–Attempts to explain how people select, interpret, and
change various situations.
1–22
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–23
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.7 The Interactionalist Perspective on Behavior in Organizations
Managing for Effectiveness
• Managers work toward accomplishing
the various goals (outcomes) that exist
at specific levels in an organization:
–Individual-level outcomes
–Group-level outcomes
–Organizational-level outcomes
1–24
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–25
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.8 Managing for Effectiveness
1–26
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• Based on your reading of the chapter opening case:
–What is employee turnover so low at Wegmans?
–Which basic managerial roles and skills is Danny
Wegman using to show his employees that the
organization really cares about them?
–Why haven’t competitors adopted the Wegmans’
employee-focused strategy?
Organizational Behavior in Action
**griffin_OB_11e_PPT_Ch02.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/griffin-ob-11e-ppt-ch02-pdf)
**## chapter1and2.docx**
**The text identifies four basic managerial functions. Based on your own experiences or observations, provide examples of each function.**
Assignment (Chapter 2) Must be at least 50 words.
**Do you think concerns regarding ethics will remain central in managerial thinking, or will these concerns eventually become less important? Why?**
We will cover 14 chapters in this course (2 chapters each week-except for week 7).You are to make-up a 16 question multiple choice quiz for each of the chapters (8 questions from each of the 2 chapters for the week we are studying).You are to have 4 answers for each question (A, B, C, & D).
**You will need to give me the answer to each question and the page number where you found it.** The quizzes will be worth 16 points each for a total of 128 points.(8 x 16= 128).
**Your quizzes are due by Sunday at 11:59 pm.**
**## griffin_OB_11e_PPT_Ch01.pdf**
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
and skills.
4. Describe contemporary organizational behavior
characteristics.
5. Discuss contextual perspectives on organizational
behavior.
6. Describe the role of organizational behavior in managing
for effectiveness
1–2
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives
After studying this chapter you should be able to:
What is Organizational Behavior?
• Organizational behavior (OB) is the study of:
–Human behavior in organizational settings
–The interface between human behavior and the
organization
–The organization itself
1–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–4
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 1.1 The Nature of Organizational Behavior
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
1–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and Management:
Why Study OB?
• Studying organizational behavior can clarify
factors that affect how managers manage by:
–Describing the complex human context of
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
1–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Study OB? (cont’d)
• Studying OB helps managers understand:
–The behaviors of others in the organization
• Personal needs, motives, behaviors, feelings and career
dynamics
• Attitudinal processes, individual differences, group dynamics,
inter group dynamics, organization culture, power, and
political behavior
–Interactions with people outside of the organization
and other organizations
–The environment, technology, and global issues
1–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Management Process
• Management
Functions
–Planning
–Organizing
–Leading
–Controlling
• Resources Used
by Managers
–Human
–Financial
–Physical
–Information
1–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
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1–9
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Functions of Management
Planning Determining an organization’s desired
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 actions of
the organization and its members to keep
them directed toward their goals
1–10
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FIGURE 1.2 Basic Managerial Functions
1–11
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Behavior and
the Manager’s Job
Interpersonal Informational Decision-Making
Basic Managerial Roles
1–12
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
Table 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 Week 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
1–13
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Critical Managerial Skills
Technical Skills necessary to accomplish
specific tasks within the organization
Interpersonal Skills used to communicate with,
understand, and motivate individuals
and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect
relationships and to recognize optimal
solutions to problems
1–14
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.3 Managerial Skills at Different Organizational Levels
Contemporary Organizational Behavior
• Characteristics of the Field
– Interdisciplinary in focus
– Descriptive in nature
• Basic Concepts of the Field
1. Individual processes
2. Interpersonal processes
3. Organizational processes/characteristics
1–15
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–16
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FIGURE 1.4
The Framework
for Understanding
Organizational
Behavior
Contemporary Organizational Behavior
1–17
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Contextual
Perspectives on
Organizational
Behavior
Systems Perspective
Situational Perspective
Contingency
Interactional
The Systems Perspective
• System
–An interrelated set of elements that function
as a whole—inputs are combined/transformed
by managers into outputs from the system
• Value of the Systems Perspective
–Underscores the importance of an organization’s
environment
–Conceptualizes the flow and interaction of various
elements of the organization.
1–18
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Situational Perspective
• The Situational Perspective
–Recognizes that most organizational situations
and outcomes are influenced by other variables
• The Universal Model
–Presumes a direct cause-and-effect linkage
between variables
–Complexities of human behavior and
organizational settings make universal
conclusions virtually impossible
1–19
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–20
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.5 The Systems Approach to Organizations
1–21
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.6 Universal Versus Situational Approach
Interactionalism: People and Situations
• Interactionalist Perspective
–Focuses on how individuals and situations interact
continuously to determine individuals’ behavior
–Attempts to explain how people select, interpret, and
change various situations.
1–22
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1–23
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use
FIGURE 1.7 The Interactionalist Perspective on Behavior in Organizations
Managing for Effectiveness
• Managers work toward accomplishing
the various goals (outcomes) that exist
at specific levels in an organization:
–Individual-level outcomes
–Group-level outcomes
–Organizational-level outcomes
1–24
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1–25
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FIGURE 1.8 Managing for Effectiveness
1–26
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• Based on your reading of the chapter opening case:
–What is employee turnover so low at Wegmans?
–Which basic managerial roles and skills is Danny
Wegman using to show his employees that the
organization really cares about them?
–Why haven’t competitors adopted the Wegmans’
employee-focused strategy?
Organizational Behavior in Action
**griffin_OB_11e_PPT_Ch02.pdf**
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