Post on 11-Feb-2016
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Stephen P. Robbins , Organizational BehaviorDessler, Gary, Human Resource Management
11th edition
Lecture outlineThe importance of interpersonal relationshipManager’s functions roles and skillsWhat is organizational behavior?OB systematic studyBehavioral disciplines that contribute to OBChallenges and opportunities in applying OB
conceptsThree levels of OB model
Importance of interpersonal skillsLets answer the following questions:
What are interpersonal skills?How can they be developed and enforced?Can we call them “people skills”?
Thus in today’s world technical skills are necessary, but they are not enough to succeed in management. They have to have good people skills> this course is designed to help and develop managers develop those skills.
What managers do?What managers do can be in the following
termsManagement functions
Panning Organizing Leading controlling
Management rolesManagement skills
Managerial RolesA role is a set of specific tasks a person
performs because of the position they hold.
Roles are directed inside as well as outside the organization.
Three broad categories of roles:1.Interpersonal2.Informational3.Decisional
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Interpersonal roleThe interpersonal roles ensure that information is
provided.
Figureheads: projecting a set of values, communicating an image Symbolizes the organization and what it is trying to achieve.
Leader role: needs to be informed, as well as informing. Leadership skills commonly lacking in managers Train, counsel, mentor and encourage high employee performance.
Liaison Role: developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures. Link and coordinate people inside and outside the organization to
help achieve goals.
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Informational role The informational roles link all managerial work together.
Monitor: sifting, sorting, selecting information (to help set the agenda) Phone, meetings, memos, social functions, mail, public gatherings Analyzes information from both the internal and external
environment.
Disseminator: the passing of relevant information to subordinates. Managers transmits information to influence attitudes and behavior
of employees
Spokesperson: has to be able to express it, have solid verbal skills That is right message at right times
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Decisional role The decisional roles make significant use of the
information.
Entrepreneurial: ability to identify opportunities and threats-able to do this in diverse situations-work or leisure.
Disturbance handler: more information available, more likely correct decision is made
Resource allocator: to divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship)
Negotiator: managers need precise and relevant information to facilitate this role. Therefore the best managers.
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The performance and requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management.
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So what kind of basic skills and knowledge does the managers require??
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Managerial knowledge, skills & performanceKnowledge base:
Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g. Knowledge of industry Knowledge of product Knowledge of market Knowledge of technology
Skill base: Mangers also need particular skills in order to function
effectively in achieving their objective.
Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
Human skills: the ability to understand, alter, lead and control people’s behavior
Technical skills: the job specific knowledge required to perform a task. e.g. marketing, accounting and manufacturing.
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These skills and knowledge are required by the Managers to function in two key ways:
1. EffectivelyAn ability to choose and
achieve appropriate goals
2. EfficientlyAn ability to make the best
use of resources.
Technical skillsThe technical skill implies an understanding
of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures or techniques.
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Human skillsThis refers to the ability to work with,
understand and motivate other people.A person with a highly developed human
skills is likely to understand the feelings and emotions of other individuals and groups.
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Conceptual skillsThis skill involves the ability to see the
enterprise as a whole. It includes how the various functions of organization depend on one another and how changes in any one part affect all the others. It also extends to the relationship of the individual business to the industry.
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Vertical differences in Managerial Roles
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Effective versus successful managersSo we can conclude and say that managers
usually spend most of their time in the following managerial activities:Traditional managementCommunicationHuman resource managementNetworking
What is Organizational Behavior (OB)?It is a field of study that investigates the
impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge towards improving an organization's effectiveness.
It includes topics such as:MotivationLeadership behaviorPowerInterpersonal communicationGroup structureLearningPerceptionChange processConflictWork designWork stress
Systematic approach to OBSystematic study means looking at
relationships, attempting to attribute cause and effects and basing your conclusion on scientific evidence, i.e. based on data gathered under controlled conditions measured and interpreted in a certain manner.
Disciplines that contribute to OB fieldPsychology
Science that seeks to measure, explain and sometimes change the behavior of humans and other animals
SociologyThe study of people in relation to their social
environment or culture
Social psychologyAn area of psychology that blends concepts
from psychology and sociology and focus on influence of people on one another
AnthropologyThe study of societies to learn about human
beings
Psychology’s contributionDeals with individualsLearningMotivationPersonalityEmotionsPerceptionTrainingJob satisfactionIndividual decision makingPerformance appraisalWork designWork stress
Social psychology’s contributionDeals with groupsBehavioral changeAttitude changeCommunicationGroup processesGroup decision makingPowerConflictIntergroup behavior
Sociology’s contributionDeals with groups and organization
systemCommunicationPowerConflictIntergroup behaviorFormal organization theoryOrganizational changeOrganizational culture
Anthropology’s contributionDeals with groups and organization
systemsCross cultural analysisComparative valuesComparative attitudesOrganizational cultureOrganizational environmentPower
Human beings are complexTwo people often act differently in different
situationsdoes everyone like complex and challenging
work??
Challenges and opportunities for OBGlobalization
Increased foreign assignmentsWorking with people from different culturesMovement of jobs to countries with low cost
laborManaging people during War on terror
Managing workforce diversityEmbracing diversityChanging demographics
Improving quality and productivityImproving customer serviceImproving people skillsStimulating innovation and changeCoping with “temporariness”Working in networked organizationsHelping employees balance work-life conflictsCreating a positive work environment
Developing and OB modelThe dependent variable
ProductivityAbsenteeismTurnover Job satisfactionDeviant workplace behavior – voluntary behavior that
violates significant organizational norms which may address any form of job dissatisfaction
Organizational citizenship behavior- discretionary behavior that is not part of an employee’s formal job requirements but that promotes the effective functioning of the organization.
The independent variablesIndividual level variablesGroup level variablesOrganization system level variables