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Organization behavior
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Organization behavior

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Organization behavior Organization behavior Presentation Transcript

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