Organization behavior


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Organization behavior

  1. 1. Organization behavior<br />Managers<br />Organization<br />Management functions<br />Planning<br />Organizing<br />Staffing<br />Leading<br />Controlling<br />
  2. 2. Management roles, Mintzberg<br />Interpersonal<br />Figurehead<br />Leader<br />Liaison<br />Informational<br />Monitor<br />Disseminator<br />Spokesman<br />Decisional<br />Enprepenur<br />Disturbance handler<br />Resource allocator<br />Negotiator<br />
  3. 3. skills<br />Skills: Conversion of knowledge into action<br />Technical skills<br />Human skills<br />Conceptual skills<br />Design skills<br />Leadership skills<br />Facilitation skills<br />Interpersonal skills<br />Team building skills and many more………<br />
  4. 4. Managerial activities<br />Traditional Management<br />Decision making, planning and controlling<br />Communication<br />Human resource management<br />Training<br />Motivation<br />Managing problems and conflicts<br />Networking<br />
  5. 5. Organization behavior<br />Impact of individual, group and structure have on the behavior within the organization to improve the effectiveness<br />Effectiveness<br />Efficiency<br />Key results of effective Management<br />Task performance<br />Job satisfaction<br />What people do, think, feel in the organization<br />
  6. 6. Organization behavior<br />Tools<br />Understand<br />Improve<br />
  7. 7. Other disciplines<br />Psychology: emotions, attitude, stress<br />Sociology: communication, team, group<br />Anthropology: cross culture, diversity<br />Political science: power, politics, authority<br />Economics: decision making<br />Engineering: design, measurements<br />Marketing<br />And many more……….<br />
  8. 8. Characteristics <br />Mingle well<br />Enthusiasm<br />Self awareness<br />Empathetic<br />Effective in communication<br />Conflict handling skills<br />
  9. 9. nature<br />Distinct field of study<br />Understanding human behavior<br />Theories leads to creative thinking<br />Three levels: rational thinking<br />Psychological in nature<br />
  10. 10. Organizational Behavior<br />Challenges and opportunities<br />Responding to globalization<br />Managing workforce diversity<br />Improving quality and productivity<br />Responding to labor shortage<br />Improving customer service<br />Improving people skills<br />Empowering people<br />Stimulating innovation and creativity<br />Improving ethical behavior<br />Helping employees balance work and life conflict<br />Job rotation<br />
  11. 11. Motivation<br />Intensity<br />Direction<br />Persistence<br />
  12. 12. Mc Gregor theory X and Y<br />Theory X<br />Dislike work, avoid<br />Need to control, threaten, punishment and coercive<br />Avoid responsibilities, need direction<br />Little attention, security is even more important then work<br />Theory Y<br />Work is as normal and rest and play<br />Self direction, self control, committed<br />Accept, seek and complete responsibility<br />Innovative, creative and it is not the limited to management positions<br />
  13. 13. Theories<br />Two-factor theory<br />Motivation-hygiene---what do people want from the job?<br />Good and bad points about the job<br />
  14. 14. Two factor theory<br />Dissatisfaction: supervision<br />Salary<br />Working conditions<br />Personal life<br />Status<br />Relations<br />Security<br />Satisfaction: recognition<br />Achievement<br />Work<br />Growth<br />advancement<br />Hygiene factors<br />Motivation factors<br />
  15. 15. Two factor theory<br />Opposite of satisfaction is no satisfaction<br />Opposite of dissatisfaction is no dissatisfaction<br />Criticisms: blaming others<br />Reliability is questioned<br />Satisfaction can not be measured<br />No situational variables<br />Productivity was not looked into<br />
  16. 16. Alderfer’s ERG<br />Need Level<br />Description<br />Examples<br />Growth<br />Self-development,<br />creative work<br />Worker continually<br />improves skills<br />Highest<br />Relatedness<br />Interpersonal <br />relations, feelings<br />Good relations,<br />feedback<br />Existence<br />Food, water, <br />shelter<br />Basic pay level <br />to buy items<br />Lowest<br />After lower level needs satisfied, person seeks higher needs. When<br />unable to satisfy higher needs, lower needs motivation is raised.<br />
  17. 17. Alderfer’s ERG<br />More than one need can be operative at one time<br />If the gratification of a higher need is stifled, desire to satisfy the lower need increases<br />No hierarchy<br />Frustration-regression dimension<br />Family background, culture and education brings difference <br />
  18. 18. Mc Clelland’s theory<br />Best managers are high in need of power and low in need for affiliation, being a achiever does not necessarily mean that you are a good manager<br />Need for achievement<br />achievement than rewards<br />desire to do better,<br />Open to criticism and challenging goals.<br />never say no to responsibility<br />intermediate difficulty<br />Need for power <br />Status, control, esteem prestige etc<br />Need for affiliation<br />Friendship, appreciation<br />
  19. 19. Goal Setting Theory,Edwin Locke<br />Specific and difficult goals with feedback leads to higher performance.<br />Intension is a major source of motivation<br />goal commitment<br />adequate self efficacy<br />Task characteristics<br />National culture<br />
  20. 20. Expectancy Theory<br /> Developed by Victor Vroom and is a very popular theory of work motivation.<br />Vroom suggests that motivation will be high when workers feel:<br />Effort-performance<br />Performance-reward<br />Reward-personal goals<br />
  21. 21. Quality of work life (QWL)<br />An indicator of the overall quality of human experiences in the workplace.<br />QWL indicators:<br />Fair pay<br />Safe working conditions<br />Opportunities to learn and use new skills<br />Room to grow and progress in a career<br />Protection of individual rights<br />Pride in work itself and in the organization<br />
  22. 22. High performing managers<br /><ul><li>Build working relationships with others.</li></ul>Help others develop their skills and performance competencies.<br />Foster teamwork.<br />Create a work environment that is performance-driven and provides satisfaction for workers.<br />
  23. 23. High performing managers<br /><ul><li>The organization as an upside-down pyramid …</li></ul>Each individual is a value-added worker.<br />A manager’s job is to support workers’ efforts.<br />The best managers are known for helping and supporting.<br />
  24. 24. Qualities of a Good manager<br />Education<br />Training<br />Intelligence<br />Leadership<br />Foresight<br />Maturity<br />Technical knowledge<br />Human relations attitude<br />Self confidence<br />