Post on 15-Jan-2016
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Organizational Behavior Fundamentals
1.1 Definition of Organizational Behavior1.2 Contributing Disciplines to the OB field1.3Managing Organizations1.4 Effectiveness1.5 OB Challenges and Opportunities
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
T E N T H E D I T I O N
What Managers DoWhat Managers Do
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
Where Managers WorkWhere Managers Work
Management FunctionsManagement Functions
ManagementFunctions
ManagementFunctions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
Management SkillsManagement Skills
Effective Versus Successful Managerial Activities (Luthans)
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and interacting with others
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and interacting with others
E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time
Seatwork: 1 Whole sheet of paper
Identify one manager and be able to discuss his/her activities. Explain why would you categorize this manager as average, successful or effective manager
Seatwork: 1 Whole sheet of paper
Identify one manager and be able to discuss his/her activities. Explain why would you categorize this manager as average, successful or effective manager
Enter Organizational BehaviorEnter Organizational Behavior
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
Enter Organizational BehaviorEnter Organizational Behavior
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
Managing Organizations
The Organization’s EnvironmentHow an organization is structured and
operates depends on The needs of customers or clients Legal and political constraintsEconomic and technological changes
Managers work in an increasingly unpredictable environment
Managing Organizations
Behavior Within Organizations Determinants of individual performance
Individual Characteristics Individual motivation Group behavior LeadershipPower and politics Intergroup behavior, conflictReward and appraisal systemsGroups and interpersonal influence
Managing Organizations
Organizational structure refers to the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities.
• Includes not only diagramming which employees report to which managers but also:
1. Reporting relationships, but it also relates to job design, 2. Information flow3. Work standards and rules4. Team dynamics5. Power relationships
Managing Organizations
Processes• Process is a systematic arrangement of actions
design to achieve specific outcomesThere are several techniques being used.
Effectiveness
1. Goal Approach2. Systems Theory Approach – views the organization as a unified, purposeful system composed of interrelated parts. 3. Stakeholder Approach-4. Organizational Development and Change
Challenges and Opportunity for OBChallenges and Opportunity for OB
Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service
Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)
Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior