Solutions manual for organizational behavior 19th edition robbins full chapter

,ACCESS Test Bank for Organizational Behavior 19th Edition Robbins
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Chapterc1cWhatcIscOrganizationalcBehavior? 1-1




CHAPTER 1
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What Is Organizational Behavior?
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LEARNINGcOBJECTIVES

Aftercstudyingcthiscchapter,cstudentscshouldcbecablecto:c1

-1.c Definecorganizationalcbehaviorc(OB).
1-2.c ShowcthecvaluecofcsystematiccstudyctocOB.
1-3.cIdentifycthecmajorcbehavioralcsciencecdisciplinescthatccontributectocOB.c1-
4.c DemonstratecwhycfewcabsolutescapplyctocOB.
1-5.cIdentifycmanagers’cchallengescandcopportunitiescincapplyingcOBcconcepts.c1-
6.c Comparecthecthreeclevelscofcanalysiscincthisctext’scOBcmodel.
1-
7.cDescribectheckeycemployabilitycskillscgainedcfromcstudyingcOBcthatcarecapplicablectoco
thercmajorscorcfutureccareers.

Thiscchaptercbeginscwithcacvignettecentitledc“ThecRisecandcFallcofcWeWork’scCEO.”cThecdetailscofcthiscstorycarecjarring,cr
eflectingctheccomplexitycandcspeedcofcorganizationalclife.c Theceffectscofcbehaviorcringcthroughcorganizations—
feltcbycworkers,cmanagers,cgroups,cteams,candcsometimes,cbycthecwholecorganization.cTheycalsochighlightcseveralcissue
scofcinterestctocthosecseekingctocunderstandcorganizationalcbehavior,cincludingcmotivation,cjustice,cethics,cstructure,cc
ulture,cpersonality,candcorganizationallycrelevantcoutcomes,csuchcascturnover,cproductivity,candcsurvival.cThroughoutcth
isctext,cyoucwillclearnchowcorganizationalcchallengescoftenccutcacrosscareasclikecthese,csocthecsystematiccapproachcpur
suedcincthisctextcandcyourccourseciscessential.

BRIEFcCHAPTERcOUTLINE

I. ManagementcandcOrganizationalcBehavior
A. Who’scWhocincthecWorldcofcWork
1. Worker:cAscancindividual,cmembercofcworkcgroups,cteams,corcorganizations,cc
ontributesctocthecaccomplishmentcofcworkcgoals.
2. Manager:cSomeonecwhocgetscthingscdonecthroughcothercpeople.cTheycmakecd
ecisions,callocatecresources,candcdirectcothers’cactivitiesctocattaincgoals.
3. Organization:cAcconsciouslyccoordinatedcsocialcunit,ccomposedcofctwocorcmorecpeo
ple,cthatcfunctionsconcacrelativelyccontinuouscbasisctocachievecaccommoncgoalcorcsetcofc
goals.
B. ManagementcActivities
1. Althoughcworkers’cactivitiescmaycalsocinvolvecinteractingcandccoordinatingcworkcwithco
thercpeople,citciscusuallycacmuchcmorecsignificantccomponentcofcmanagerialcjobs.cAll


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,ACCESS Test Bank for Organizational Behavior 19th Edition Robbins
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Chapterc1cWhatcIscOrganizationalcBehavior? 1-2

managerscperformcfourcprimarycmanagementcfunctions:cplanning,corganizing,cleadin
g,candccontrolling.
C. ManagementcRoles
1. Introduction
a. Inctheclatec1960s,cHenrycMintzbergcstudiedcfivecexecutivesctocdeterminecwhatcm
anagerscdidconctheircjobs.cHecconcludedcthatcmanagerscperformctencdifferent,chig
hlycinterrelatedcrolescorcsetscofcbehaviorscattributablectoctheircjobs.
2. Thectencrolesccancbecgroupedcascbeingcprimarilycconcernedcwithcinterpersonalcre
lationships,cthectransfercofcinformation,candcdecisioncmaking.c(Exhibitc1-1)
a. InterpersonalcRoles:cFigurehead,cLeader,cLiaison
b. InformationalcRoles:cMonitor,cDisseminator,cSpokesperson
c. DecisionalcRoles:cEntrepreneur,cDisturbancechandlers,cResourcecallocator,c
Negotiatorcrole
D. ManagementcSkills
1. TechnicalcSkills:cThecabilityctocapplycspecializedcknowledgecorcexpertise.cAllcjobscreq
uirecsomecspecializedcexpertise,candcmanycpeoplecdevelopctheirctechnicalcskillsconcthecj
ob.
2. PeoplecSkills:cAbilityctocworkcwith,cunderstand,candcmotivatecothercpeople,cbothcin
dividuallycandcincgroups.
3. ConceptualcSkills:cThecmentalcabilityctocanalyzecandcdiagnoseccomplexcsituations.
E. EffectivecVersuscSuccessfulcManagerialcActivities
1. Luthanscandchiscassociatescstudiedcmorecthanc450cmanagers.cTheycfoundcthatcallcm
anagerscengagecincfourcmanagerialcactivities:
a. Traditionalcmanagement
b. Communication
c. Humancresourcec(HR)cmanagement
d. Networking
2. Thec“average”cmanagercspentc32%cofctheirctimecinctraditionalcmanagementcactivities,c2
9%ccommunicating,c20%cincHRcmanagementcactivities,candc19%cnetworking.
F. OrganizationalcBehaviorc(OB)cDefined:cOBciscacfieldcofcstudycinvestigatingcthecimpactcth
atcindividuals,cgroups,candcstructurechaveconcbehaviorcwithincorganizationsctocapplycsuchc
knowledgectowardcimprovingcancorganization’sceffectiveness.
1. OBcstudiescthreecdeterminantscofcbehaviorcincorganizations:cindividuals,cgroups,candcst
ructure.
2. Successfulcmanagerscarecdefinedcascthosecwhocwerecpromotedcthecfastest.c(
Exhibitc1-2)
II. ComplementingcIntuitioncwithcSystematiccStudy
A. Introduction
1. Itcischumancnaturectocbecacstudentcofcothercpeople’scbehavior.cReadingcothersccancoft
encleadctocerroneouscpredictions,cbutcusingcacsystematiccapproachccancimprovecaccu
racy.
2. Thecsystematiccapproachcusedcincthiscbookcwillcuncovercimportantcfactscandcrelation
shipscandcprovidecacbasecfromcwhichcmorecaccuratecpredictionscofcbehaviorccancbecm
ade.
a. SystematiccStudycofcBehavior:cGenerally,cbehaviorciscpredictablecifcwecknowch
owcthecpersoncperceivescthecsituationcandcwhatciscimportantctocthem.



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, ACCESS Test Bank for Organizational Behavior 19th Edition Robbins
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Chapterc1cWhatcIscOrganizationalcBehavior? 1-3



b. Evidence-
BasedcManagementc(EBM):cBasingcmanagerialcdecisionsconcthecbestcavailablecsc
ientificcevidence.cComplementscsystematiccstudy.cArguescforcmanagersctocmakecd
ecisionsconcevidence.
3. Intuition:cAncinstinctcfeelingcnotcnecessarilycsupportedcbycresearch.
4. SystematiccstudycandcEBMcaddctocintuition,corcthosec“gutcfeelings”caboutc“whycIcdocw
hatcIcdo”candc“whatcmakescothersctick.”cTheckeycisctocknowcwhenctocusecintuition.
5. Manycmanagerscholdcso-
calledccommonsensecopinionscregardingceffectivecmanagementcthatchavecbeencflatlycref
utedcbycempiricalcevidence.cMoreover,cmanagerscarecoftencmotivatedctocholdcontocthesec
beliefscevencincthecfacecofccontradictorycevidence.
B. BuildingconcBigcDatacWithcArtificialcIntelligence
1. Background:cResearchers,cthecmedia,candccompanycleaderschavecidentifiedcthecpotentia
lcofcdata-
drivencmanagementcandcdecisioncmaking.cAcmanagercwhocusescdatactocdefinecobjective
s,cdevelopctheoriescofccausality,candctestcthosectheoriesccancdeterminecwhichcemployeeca
ctivitiescarecrelevantctoctheircobjectives.
2. CurrentcUsage:cThecreasonscforcdatacanalyticscincludecpredictingcanycevent,cdetectingch
owcmuchcriskciscincurredcatcanyctime,candcpreventingclargecandcsmallccatastrophes.
3. NewcTrends:cThecusecofcBigcDatactocunderstand,chelp,candcmanagecpeoplecisc“ascubiqui
touscascthecaircwecbreathe.cOrganizationscarecalsocbeginningctocfocusconc“fastcdata,”cact
ionablecdatactocguidecbusinesscdecisionscincreal-
time.cArtificialcintelligence,crobotics,candcmachineclearningcarecamongcthecmostcrecentc
advancementscforcprocessingcandcanalyzingcancorganization’scinformation.
4. Limitations:cAsctechnologicalccapabilitiescforchandlingcbigcdatacandcAIchavecincreas
ed,csochavecprivacycissuescandcappropriatecapplicationscofcemployeescandccustomers
cascdatacsources.cHumancbehaviorccancalsocbecunpredictablecandcelusive.

III. DisciplinescThatcContributectocthecOBcField
A. Introduction
1. Organizationalcbehaviorciscancappliedcbehavioralcsciencecthatciscbuiltcuponcc
ontributionscfromcseveralcbehavioralcdisciplines.
2. Thecpredominantcareascarecpsychology,csociology,csocialcpsychology,candca
nthropology.
3. Exhibitc1-3coverviewscthecmajorccontributionsctocthecstudycofcorganizationalcbehavior.
B. Psychology
1. Psychologyciscthecsciencecthatcseeksctocmeasure,cexplain,candcsometimescchangecthecb
ehaviorcofchumanscandcothercanimals.
C. SocialcPsychology
1. Socialcpsychologycblendscthecconceptscofcpsychologycandcsociology.
D. Sociology
1. Sociologistscstudycthecsocialcsystemcincwhichcindividualscfillctheircroles;cthatcis,
sociologycstudiescpeoplecincrelationctoctheircfellowchumancbeings.
E. Anthropology
1. Anthropologyciscthecstudycofcsocietiesctoclearncaboutchumancbeingscandctheirca
ctivities.
IV. TherecArecFewcAbsolutescincOB
A. Introduction
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