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Organizational Behaviour Chapter 1
Organizational Psychology
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Agenda for today
y Introduction to Organizational Psychology + chapter 1
y General info:
y Fronter: navigation, changing passwords, e-mail-
adresses etc.y Attendance
y Expectations: What makes FIMA 11X an effective
organization? Code of conduct etc.
y InterCultureClub (on Facebook)
y Anything else?
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Organizational Psychology
y Organizational Psychology's place in the curriculum
1st semester ending in an exam
Organizational Development 7th semester
y Robbins et al. This semester: chapters 1, 6, 7, 9, 10, 15-17(later on: more chapters from the book don't sell the book )
y Oral exam after 1st semester based on a case
y Confer Activity Plan
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Some definitions
y Organizational Behaviour: A field of study that investigates
the impact that individuals, groups and structure have on
behaviour within organizations, for the purpose of applying
such knowledge toward improving an organization's
effectiveness (OB p. 7)
y 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 sets
of goals (OB p. 4)
y Manager: Individuals who achieve goals through other
people (OB p. 4)
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What managers do Functions1. Planning:
Define goals (organizational, departmental, worker levels)Establish an overall strategy for achieving those goals
Develop a comprehensive hierarchy of plans to integrate and coordinate
activities
2. Organizing:
Determine what tasks are to be done
Who is to be assigned the tasks
How the tasks are to be grouped
Who reports to whom
Where decisions are to be made
(centralized/decentralized)
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3. Leading:
Motivate employees
Direct the activities of others
Select the most effective communication channelsResolve conflicts among members
4. Controlling:
Monitor the organizations performance
Compare actual performance with the previously set goals
Correct significant deviations.
What do managers do? functions
- continued
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Interpersonal (Figurehead, leadership and liason)
Informational (Monitor, disseminator and spokesperson)
Decisional (entrepreneur, disturbance handler,
resource allocator and negotiator)
What managers do Roles
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Technical skills (ability to apply specialized
knowledge or expertise)
Human skills (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)
H
opefully you will acquire all these skills through the FIM
AProgramme in general including Organizational
Psychology
What managers do Skills
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The importance of interpersonal
skills
y Interpersonal skills, people skills, human skills...
y Human skills = The ability to work with, understand and
motivate other people, both individually and in groups
yManagers achieve goals through other people - this meansthat human skills are hugely important
y Human skills may be even more important in the financial
sector because the sector sells services the product more or
less is the person
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The Contingency Approach
y God gave all the easy problems to the physicists (p. 12)
y Human behaviour in general (e.g. organizational behaviour) is
very complex. This means that there are no easy solutions, that
there is no single way of organizing that is superior, no singleway of managing that is always the best etc.
y What is the right solution? That depends on the situation
contingency variables.
What is the best way of managing people? What motivates people?
What kind of organization structure should we choose?
Answer: it all depends
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The Contingency Approach
Examples of contingency variables
y The national culture e.g. one leadership style may be more
appropriate in one culture than in another
y The size of the organization
yThe competitive situation
y The age of the organization
y The type of the organizations environment (stable?
dynamic?)
y The technology of the organization
y The type of product/service
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The Contingency Approach cont.
One size fits
all
(The best
solution is the
best in any
situation)
Relativism
(All solutions
are equally
good)
The
contingency
approach
(Some
solutions arebetter than
others but it
depends on
the situation)
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In relation to the subject of
Organizational Psychology
y Organizational Psychology does not offer easy solutions and
not always clear answers
y Organizational Psychology is one of the more soft subjects
in the programmey However: this does NOT mean that all suggestions are
equally good!
y It is very important that you are able to reflect on the
situation and that you refer to theory instead of just usingcommon sense.
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The different analytical levels
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General challenges for OB Responding to globalization
Managing workforce diversity
Improving quality & productivity
Responding to labor shortage
Improving customer service Empowering people
Improving people skills
Coping with temporariness
Stimulating innovation & change
Helping employees balance work-life conflicts
Creating a positive work environment
Improving ethical behaviour