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1. 2. 3. 4. Define organizational behavior (OB). Describe what managers do. Explain the value of the systematic study of OB. List the major challenges and opportunities for managers to use OB concepts. 5. Identify the contributions made by major behavioral science disciplines to OB.
6. Describe why managers require a knowledge of OB. 7. Explain the need for a contingency approach to the study of OB.
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Just as knowledge about the properties of physics may be put to use by engineers and engineering data can be used to test theories of basic physics Knowledge and practical applications are closely interwined in the field of OB
What is the secret source that makes company the best place to work
the secret source that makes a company the best place to work for?
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
Management Functions
Planning Organizing
Management Functions
Controlling Leading
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.
Roles
Managerial Roles Henry Mintzberg offered a view of the managing job that throws considerable light on how managers perform their
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Roles
Interpersonal relationships essential to all managerial work Managers team leaders should be able to develop maintain and work well with wide variety of people-outside and
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Mindset
Recently Henry Mintzberg and his colleague Jonathan Gosling asked question What does it mean to think like a manager Complexity of managerial work To help managers develop attitudes and ways of thinking that can improve their effectiveness Defined managerial mind set as an attitude a frame of mind
Mindset
The five mind sets important to success in managerial work The reflective mindset deals with being able to manage oneself
All five mind sets must work together for managerial decisions
Skills
Skills
Managerial skills
Management 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.
Management Skills
Emotional intelligence ability to understand and deal with emotions Self-awareness-ability to understand your own moods and emotions Self-regulation-ability to think before acting and control disruptive impulses Motivation-ability to work hard and persevere Empathy-ability to understand the emotions of others Social skill-ability to gain rapport with others and build good relationships
2008 John Wiley & Sons, Inc.
1. Traditional management
Decision making, planning, and controlling
2. Communication
Exchanging routine information and processing paperwork
4. Networking
Socializing, politicking, and interacting with others
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
Multidisciplinary Nature of OB
OB is multidisciplinary in nature. It is, in fact, an applied behavioural science that is built on contributions from a wide variety of social science disciplines, such as psychology, sociology, social psychology, anthropology, political science, economics etc. The Multidisciplinary Roots of OB
Discipline
Psychology -
Relevant OB topics
Perception and learning, personality, emotion and stress, attitudes, motivation, decision-making and creativity. Group dynamics, socialisation, communication, intergroup behaviour, power, conflict.
Sociology -
Social Psychology -
Intergroup collaboration, group decision-making, integration of individual needs with group activities, effect of change on individuals.
Anthropology- Organisational culture, leadership, organisational empowerment Economics Decision-making, organisational power
Political Science - Conflict, intra-organisational politics, manipulating power for individual self-interest.
Toward an OB Discipline
Emerging disciplines
Communications
Contingency anchor
OB theory should recognize that the effects of actions often vary with the situation
OB knowledge should include three levels of analysis:individual,team,and organization OB should view organizations as open systems that interact with their environment
-Subsystems such as process(communication and reward systems) -Task activities(Production, marketing) -Social dynamics(informal groups, power dynamics) -Aid of technology(equipment ,work method and information) These subsystems transform inputs into outputs
Contingency Variables
National Origin
continuous improvement of all organizational processes. Requires employees to rethink what they do and become more involved in workplace decisions.
Process reengineering
Asks managers to reconsider how work would be done and their
organization structured if they were starting over. Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.
Empowering People
Stimulating Innovation and Change Coping with Temporariness
Models of OB
Models of OB
A model is a simplified presentation of some real-world phenomenon. The OB model focuses attention on three distinct levels of analysisindividuals, groups and organisations. It tries to look into the impact the individuals, groups and organisations have on the behaviour of members working in an organisation. It tries to utilise this knowledge with a view to improve organisational performance. The model of OB is generally built around two sets of variables, namely dependent variables (productivity, absenteeism, turnover, job satisfaction) and independent variables (individual level
variables, group level variables and organisation system level variables). The basic
objective of any model of OB is to make managers more effective at describing, understanding, predicting and controlling human behaviour.
Basic OB Model
Model
An abstraction of reality. A simplified representation of some real-world phenomenon.
Dependent variable
A response that is affected by an independent variable.
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary permanent withdrawal from an organization.
Individual-Level Variables
Group-Level Variables
Organisation Structure Organisational Culture, Creativity and Innovation Human Resource Policies and Practices Organisational Change and Development International Organisational Behaviour
Organisation Level
Productivity Group Behaviour Teams and Teamwork Communication Leadership Power and Politics Conflict and Negotiation
Group Level
Outcomes Absenteeism
Turnover
Job Satisfaction
Cont.
Personality Perception and Attribution Ethics and Social Responsibilities Values, Attitudes and Job Satisfaction Learning and Behaviour Modification Basic Concepts in Motivation Job Design, Empowerment and Work Scheduling
Individual Level
Basic OB Model
Resources
Basic OB Model
The model examines the variables influencing individual behavior The knowledge obtained at the individual level will help us analyse the behaviour at group level and organisational level.