Foundation OB

8/8/2019 Foundation OB

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What Managers Do

What Managers Do

Managerial Activities

Make decisions

Allocate resources Direct activities of others

to attain goals

Managers (oradministrators)

Individuals who achieve goals through other people.

Organizational Behavior: Dr. Rachana Chattopadhyay


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Where Managers Work

Where Managers Work

Organization

A consciously coordinated social unit,composed of two or more people, that

functions on a relatively continuous basisto achieve a common goal or set ofgoals.



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Management Functions

Management Functions

ManagementManagement

FunctionsFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling



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Management Functions (contd)


Organizing

Determining what tasks are to be done,who is to do them, how the tasks are tobe grouped, who reports to whom, andwhere decisions are to be made.



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Leading

A function that includes motivatingemployees, directing others, selecting

the most effective communicationchannels, and resolving conflicts.



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Management Functions (contd)Management Functions (contd)

Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations.



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Mintzbergs Managerial RolesMintzbergs Managerial Roles

E X H I B I T 11E X H I B I T 11

Source: Adapted from The Nature of Managerial Workby H. Mintzberg. Copyright 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.



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Mintzbergs Managerial Roles (contd)Mintzbergs Managerial Roles (contd)

E X H I B I T 11 (contd)E X H I B I T 11 (contd)





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Mintzbergs Managerial Roles (contd)Mintzbergs Managerial Roles (contd)






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Management SkillsManagement Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skillsThe ability to work with, understand,and motivate other people, bothindividually and in groups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.



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Effective Versus Successful Managerial

Activities (Luthans)

Effective Versus Successful Managerial

Activities (Luthans)

1. Traditional management

Decision making, planning, and controlling

2. Communication 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



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Allocation ofActivities by TimeAllocation ofActivities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).



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EnterOrganizational BehaviorEnterOrganizational Behavior

Organizational behavior

(OB)

A field of study that

investigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such

knowledge toward improvingan organizations effectiveness.



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Replacing Intuition with Systematic StudyReplacing Intuition with Systematic Study

Systematic study

Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

Intuition

A feeling not necessarily supported by research.



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Replacing Intuition with Systematic StudyReplacing Intuition with Systematic Study

TheFacts

PreconceivedNotions



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Toward an OB DisciplineToward an OB DisciplineToward an OB DisciplineToward an OB Discipline




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Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field


PsychologyThe science that seeks to measure, explain, and sometimes

change the behavior of humans and other animals.



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Contributing Disciplines to the OB Field (contd)Contributing Disciplines to the OB Field (contd)


SociologyThe study of people in relation to their fellow human beings.



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SociologyThe study of people in relation to their fellow human beings.



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AnthropologyThe study of societies to learn about human beings and theiractivities.



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Political Science

The study of the behavior of individuals and groupswithin a political environment.



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There Are Few Absolutes in OBThere Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y

Contingency variables

Situational factors: variables that moderatethe relationship between two or more othervariables and improve the correlation.



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DomesticDomestic

PartnersPartners

Major Workforce Diversity CategoriesMajor Workforce Diversity Categories

RaceRace

NonNon--HinduHindu

NationalNational

OriginOrigin

AgeAge

DisabilityDisability


GenderGender



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Challenges and Opportunities forOBChallenges and Opportunities forOB

Responding to Globalization Increased foreign assignments

Working with people from different cultures

Coping with anti-capitalism backlash

Overseeing movement of jobs to countries withlow-cost labor

Managing Workforce Diversity

Embracing diversity

Changing demographics

Implications for managers

Recognizing and responding to differences



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Challenges and Opportunities forOB (contd)Challenges and Opportunities forOB (contd)

Improving Quality and Productivity Quality management (QM)

Process reengineering

Improving Customer Service

Increased expectation of service

quality.

Customer-responsive cultures



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Improving Quality and ProductivityImproving Quality and Productivity

Quality management (QM) The constant attainment of customer satisfaction

through the continuous improvement of allorganizational processes.

Requires employees to rethink what they do andbecome more involved in workplace decisions.

Process reengineering

Asks managers to reconsider how work would be

done and their organization structured if theywere starting over.

Instead of making incremental changes inprocesses, reengineering involves evaluating everyprocess in terms of its contribution.



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Challenges and Opportunity for OB (contd)Challenges and Opportunity for OB (contd)

Improving People Skills Empowering People

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance Work/Life Conflicts

Improving Ethical Behavior



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Basic OB Model, Stage IBasic OB Model, Stage I


Model

An abstraction of reality.A simplified representationof some real-worldphenomenon.



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The Dependent VariablesThe Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.



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The Dependent Variables (contd)The Dependent Variables (contd)

Productivity

A performance measure that includeseffectiveness and efficiency.

Effectiveness

Achievement of goals.

Efficiency

The ratio of effectiveoutput to the inputrequired to achieve it.



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Absenteeism

The failure to report to work.

Turnover

The voluntary andinvoluntary permanentwithdrawal from anorganization.



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Organizational citizenship

behavior (OCB)

Discretionary behavior that is not

part of an employees formal jobrequirements, but that neverthelesspromotes the effective functioningof the organization.



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Job satisfaction

A general attitude toward ones job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.



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The Independent VariablesThe Independent Variables

IndependentIndependentVariablesVariables

IndividualIndividual--LevelLevel

VariablesVariables

OrganizationOrganization

SystemSystem--LevelLevel

VariablesVariables

GroupGroup--LevelLevel

VariablesVariables

Independent variable

The presumed cause of some change in the dependentvariable.


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