Organizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. GriffinChapter 112Chapter Learning Objective!"efine organi#ationa$ behavior.!%dentify the f&nction that co'prie the 'anage'ent proce and re$ate the' to organi#ationa$ behavior.!Re$ate organi#ationa$ behavior to baic 'anageria$ ro$e and ki$$.!"ecribe conte'porary organi#ationa$ behavior.!"ic& conte(t&a$ perpective on organi#ationa$ behavior.)fter t&dying thi chapter yo& ho&$d be ab$e to*1+What i Organi#ationa$ ,ehavior-!Organi#ationa$ behavior .O,/ i the t&dy of* 0&'an behavior in organi#ationa$ etting1he interface bet2een h&'an behavior and the organi#ation1he organi#ation ite$f13Figure 1.1 1he 4at&re of Organi#ationa$ ,ehavior151he %'portance of Organi#ationa$ ,ehavior!Organi#ation can have a po2erf&$ inf$&ence on o&r $ive*Mot peop$e are born and ed&cated in organi#ationMot peop$e ac6&ire 'ot of their 'ateria$ poeion fro' organi#ationMot peop$e die a 'e'ber of organi#ationMany of o&r activitie are reg&$ated by govern'enta$ organi#ationMot peop$e pend 'ot of their $ive in organi#ation17Why 8t&dy O,-!8t&dying organi#ationa$ behavior can c$arify factor that affect ho2 'anager 'anage by*"ecribing the co'p$e( h&'an conte(t of organi#ation"efining the aociated opport&nitie, prob$e', cha$$enge, and i&e %o$ating i'portant apect of the 'anager9 jobOffering pecific perpective on the h&'an ide of 'anage'ent1:Why 8t&dy O,- .cont9d/!8t&dying O, he$p 'anager &ndertand*1he behavior of other in the organi#ation! ;erona$ need, 'otive, behavior, fee$ing and career dyna'ic! )ttit&dina$ procee, individ&a$ difference, gro&p dyna'ic, inter gro&p dyna'ic, organi#ation c&$t&re, po2er, and po$itica$ behavior%nteraction 2ith peop$e o&tide of the organi#ation and other organi#ation1he environ'ent, techno$ogy, and g$oba$ i&e1ed by Manager0&'an=inancia$;hyica$%nfor'ation1?=&nction of Manage'entPlanning "eter'ining an organi#ation9 deired f&t&re poition and the bet 'ean of getting thereOrganizing "eigning job, gro&ping job into &nit, and etab$ihing pattern of a&thority bet2een job and &nitLeading Getting organi#ationa$ 'e'ber to 2ork together to2ard the organi#ation9 goa$Controlling Monitoring and correcting the action of the organi#ation and it 'e'ber to keep the' directed to2ard their goa$11@Figure 1.2 ,aic Manageria$ =&nction111Organi#ationa$ ,ehavior and the Manager9 Aob!,aic Manageria$ Ro$e%nterperona$%nfor'ationa$"eciionBMaking8tockbyte at Getty %'ageC112Table 1.1 %'portant Manageria$ Ro$e11+Critica$ Manageria$ 8ki$$Technical 8ki$$ neceary to acco'p$ih pecific tak 2ithin the organi#ationInterpersonal 8ki$$ &ed to co''&nicate 2ith, &ndertand, and 'otivate individ&a$ and gro&pConceptual 8ki$$ &ed in abtract thinkingDiagnostic 8ki$$ to &ndertand ca&eBeffect re$ationhip and to recogni#e opti'a$ o$&tion to prob$e'113Figure 1. Manageria$ 8ki$$ at "ifferent Organi#ationa$ Leve$115Conte'porary Organi#ationa$ ,ehavior!Characteritic of the =ie$d%nterdicip$inary in foc&"ecriptive in nat&re!,aic Concept of the =ie$d1. %ndivid&a$ procee2. %nterperona$ procee+. Organi#ationa$ proceeDcharacteritic117Figure 1.!1he =ra'e2ork for >ndertanding Organi#ationa$ ,ehavior11:Conte'porary Organi#ationa$ ,ehaviorConte"tual Perspecti#es on Organizational $eha#iorConte"tual Perspecti#es on Organizational $eha#ior%&ste's Perspecti#e%&ste's Perspecti#e%ituational Perspecti#e%ituational Perspecti#eContingenc&Contingenc&InteractionalInteractional11nivera$ Mode$;re&'e a direct ca&eBandBeffect $inkage bet2een variab$eCo'p$e(itie of h&'an behavior and organi#ationa$ etting 'ake &nivera$ conc$&ion virt&a$$y i'poib$e12@Figure 1.( 1he 8yte' )pproach to Organi#ation121Figure 1.) >nivera$ Fer& 8it&ationa$ )pproach122%nteractiona$i'* ;eop$e and 8it&ation!%nteractiona$it ;erpective=oc&e on ho2 individ&a$ and it&ation interact contin&o&$y to deter'ine individ&a$9 behavior)tte'pt to e(p$ain ho2 peop$e e$ect, interpret, and change vario& it&ation.12+Figure 1.* 1he %nteractiona$it ;erpective on ,ehavior in Organi#ation123Managing for Gffectivene!Manager 2ork to2ard acco'p$ihing the vario& goa$ .o&tco'e/ that e(it at pecific $eve$ in an organi#ation*%ndivid&a$B$eve$ o&tco'eGro&pB$eve$ o&tco'eOrgani#ationa$B$eve$o&tco'e125Figure 1.+ Managing for Gffectivene127Organi#ationa$ ,ehavior in )ction!,aed on yo&r reading of the chapter opening cae*Why i e'p$oyee 'ora$e at Microoft o $o2 depite e(ce$$ent pay, benefit, and 2orking condition-Which baic 'anageria$ ro$e and ki$$ doe Microoft9 Lia ,r&''e$ need to &e to convince her fe$$o2 Microerf that the organi#ation rea$$y care abo&t the'-)t 2hich $eve$ in the Microoft organi#ation are the 'ot critica$ prob$e' occ&rring-