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  • Managers need a whole cadre of skills to create a productive workplace, including technical and quantitative skills. However, leadership and communication skills are critical to organizational success. When managers have solid interpersonal skills, there are positive work outcomes for the organization. These outcomes include lower turnover of strong employees, improved recruitment pools for filling employment positions, and a better bottom line. (c) 2008 Prentice-Hall, All rights reserved.
  • The job of managers is not to just accomplish the task, but to accomplish the task through other people. In order to facilitate that process, managers must make decisions, allocate resources, and direct activities toward the desired outcomes. Managers do this in the context of an organization, a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. (c) 2008 Prentice-Hall, All rights reserved.
  • There are four main functions that fall under the purview of managers. The first is the planning function. This function includes defining an organization’s goals, developing a strategy for achieving those goals, and coordinating a comprehensive set of plans to implement the strategy. The next function is organizing. This function sets forth what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made. The third function is leading. This function looks at the manager’s job to direct and coordinate the people within their area of influence. The final function is controlling. The controlling process ensures that things are going as they should by monitoring performance. The manager should compare the results of that monitoring with the goals that have been set. The manager must take this information and determine if the goals need to be adjusted or if adjustments need to be made to the way the organization is attempting to meet the goals. (c) 2008 Prentice-Hall, All rights reserved.
  • Henry Mintzberg did a study of five executives to determine what was included in their jobs. Based on his observations, Mintzberg found that managers perform ten different sets of behaviors in their work. These behaviors fall under three main roles – interpersonal, informational, and decisional. (c) 2008 Prentice-Hall, All rights reserved.
  • Interpersonal roles include a subset of roles including figurehead, leader, and liaison roles. A manager serves as a figurehead when they are performing duties that are routine or social in nature. All managers also serve in a leadership role, including hiring, training, motivating, and disciplining employees. The final role that falls under the interpersonal grouping is the liaison; this is when the manager must maintain a network who will work with them on gaining information and relationships. (c) 2008 Prentice-Hall, All rights reserved.
  • The second grouping is informational roles. Within this category, we find the role of monitor, when a manager has to gather and organize a wide variety of information. The manager then must decide what information is important and what information is necessary for their team members; this translates into the role of the disseminator. Finally, when the manager is responsible for giving information to outsiders, they fall into the role of the spokesperson. (c) 2008 Prentice-Hall, All rights reserved.
  • The final managerial role grouping is decisional, requiring managers to make decisions. In this role grouping, a manager must serve as an identifier of opportunities, filling the entrepreneur role. They are also responsible for taking corrective action when necessary and being the role of disturbance handler. Managers also need to make decisions about how to allocate resources to support organizational goals. Finally, they must represent their unit or organization to bargain and obtain advantages for their own area in their role as negotiator. (c) 2008 Prentice-Hall, All rights reserved.
  • There are three main areas of essential manager’s skills that help us gain a better understanding of what managers do. The first group is technical skills where the manager is called upon to apply specialized knowledge or expertise. The second group is human skills in which the manager must exhibit a strong competency in working with others and motivating them toward organizational goals. The final group is conceptual skills where the manager needs the mental ability to analyze and diagnose complex problems and situations. (c) 2008 Prentice-Hall, All rights reserved.
  • A group of researchers, led by Fred Luthans, researched the link between managerial activity and managerial success. They looked at four types of managerial activity. These activities included traditional management, which is made up of decision making, planning, and controlling; Communication consisting of the exchange of information; Human Resource Management that incorporates motivation, discipline, and training; and Networking which utilizes socializing and politicking. (c) 2008 Prentice-Hall, All rights reserved.
  • What they found was that the link was not necessarily evident. With successful (defined as speed of promotion) managers, it was determined that networking was the most important activity. Effective managers (defined as quality and quantity of performance and satisfaction of their employees) relied more on communication as the largest contributor to their effectiveness. (c) 2008 Prentice-Hall, All rights reserved.
  • The look at managerial activity brings forth the importance of people skills in effective management. The field of organizational behavior is the study of “people skills” in that it looks at the impact that individuals, groups, and structures have on behavior within organizations. (c) 2008 Prentice-Hall, All rights reserved.
  • Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior, we can enhance our effectiveness. When we talk about engaging in a systematic study, we are talking about looking at relationships. By doing so we can better determine cause and effect and then by applying scientific evidence to our conclusions, we are better able to predict behavior. It is not an either/or relationship, rather intuition and systematic study can work effectively together to predict behavior. (c) 2008 Prentice-Hall, All rights reserved.
  • Evidence-based management (EBM) complements systematic study by applying scientific evidence to managerial decisions. (c) 2008 Prentice-Hall, All rights reserved.
  • It is important that managers know how to balance the amount of information to gather, their past experiences, and their intuition in the decision-making process. There are negatives associated with all three approaches. It is the manager’s job to make the best decisions possible by accessing as much evidence as possible while remaining efficient. (c) 2008 Prentice-Hall, All rights reserved.
  • Organizational Behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology and Anthropology. (c) 2008 Prentice-Hall, All rights reserved.
  • Psychology focuses on the individual level by seeking to measure, explain, and sometimes change behaviors in individuals. This area of study offers insights in such areas as learning, training, decision making, and employee selection. (c) 2008 Prentice-Hall, All rights reserved.
  • Social Psychology moves beyond individual analysis to look at group behavior and how individuals can influence on another. It blends together sociology and psychology and looks primarily at change, communication, and group interactions. (c) 2008 Prentice-Hall, All rights reserved.
  • Sociology looks at the relationship between individuals and their environment. Sociologists’ main contribution to OB is through offering a better understanding of group behavior. It looks more at how a group operates within an organizational system. One key area that sociologists contribute to in OB is culture, a key factor in OB studies. (c) 2008 Prentice-Hall, All rights reserved.
  • An Anthropologist studies societies to learn about the human beings and their activities. They help us understand the differences between different groups in terms of their values, attitudes, and behaviors. (c) 2008 Prentice-Hall, All rights reserved.
  • There are few absolutes in organizational behavior. When making decisions, you must always take into account situational factors that can change the relationship between two variables. For example, as seen in this chart, one message from a boss in an American culture can mean a completely different thing in another culture. It is always important to take context into account. (c) 2008 Prentice-Hall, All rights reserved.
  • In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen. (c) 2008 Prentice-Hall, All rights reserved.
  • During economic difficulties, the need for effective managers is heightened. Anyone can manage during good times; it is much tougher to manage through economic struggles. Often when there are economic pressures, managers are forced to make decisions based on resource constraints. These situations may include laying off employees, motivating employees when there are limited resources, and encouraging employees when they are stressed about their futures. (c) 2008 Prentice-Hall, All rights reserved.
  • Organizations now exist in an environment with no national borders. As a result, the manager’s job has changed. They need to have a broader perspective when making decisions. As foreign assignments increase. you will need to be able to manage a workforce that is different than what you may be used to and may bring different needs, aspirations and attitudes to the workplace. You will also have individuals coming to work in your own country that come from different cultures and you will need to find ways to accommodate their needs and help them assimilate to your workplace culture. You may also need to do the difficult task of moving jobs outside of your country to a country with lower labor costs. This is a difficult process logistically but also emotionally for the workers who will be losing their jobs. (c) 2008 Prentice-Hall, All rights reserved.
  • As the borders are disappearing, we are seeing more and more heterogeneity in the workplace. Managers today need to embrace diversity and find ways to manage it effectively. The changing demographics have shifted management philosophy in a way that recognizes and utilizes differences to create productivity, profitability, and welcoming cultures. (c) 2008 Prentice-Hall, All rights reserved.
  • In Organizational Behavior (OB), we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the individual level. At this level we look at individual behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals so we analyze the organization at a systems level. (c) 2008 Prentice-Hall, All rights reserved.
  • The dependent variable is the key factor that you want to explain or predict. The independent variable is the factor that affects change in the dependent variable. By seeing how X impacts Y we will be able to better predict behavior. (c) 2008 Prentice-Hall, All rights reserved.
  • Some key variables that we are concerned about when studying organizations are work outcome variables. These include productivity, absenteeism, turnover, and deviant workplace behavior. (c) 2008 Prentice-Hall, All rights reserved.
  • Additional behaviors we want to more fully understand are organizational citizenship behavior (OCB) and job satisfaction. OCB is the discretionary behavior of the employee that is not a formal job requirement, but still helps to enhance work outcomes. This could include team building activities, noticing flaws in the work process, or covering for a sick colleague. Job satisfaction is the general attitude toward the job. (c) 2008 Prentice-Hall, All rights reserved.
  • When utilizing the OB model, it is important to understand that the independent variable can be at any of the three levels, individual, group, or organization. (c) 2008 Prentice-Hall, All rights reserved.
  • This graph is a pictorial representation of the OB Model. It breaks out the three levels where independent variables will be found and shows a sampling of the dependent variables in which there is interest in the field of study called Organizational Behavior. (c) 2008 Prentice-Hall, All rights reserved.
  • The OB Model is critical to your understanding of how organizations behave. The remainder of this book we will be utilizing that model to look at behavior on an individual, group, and organizational level. (c) 2008 Prentice-Hall, All rights reserved.

5399 5667 01 5399 5667 01 Presentation Transcript

  • Robbins, Judge, and VohraOrganizational Behavior14th Edition What Is Organizational Behavior? What Is Organizational Behavior? Kelli J. Schutte William Jewell CollegeCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-1Behavior, 14e
  • Chapter Learning Objectives Chapter Learning Objectives  After studying this chapter you should be able to: – Demonstrate the importance of interpersonal skills in the workplace. – Describe the manager’s functions, roles, and skills. – Define organizational behavior (OB). – Show the value to OB of systematic study. – Identify the major behavioral science disciplines that contribute to OB. – Demonstrate why few absolutes apply to OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-2Behavior, 14e
  • The Importance of Interpersonal Skills The Importance of Interpersonal Skills  Understanding OB helps determine manager effectiveness – Technical and quantitative skills are important – But leadership and communication skills are CRITICAL  Organizational benefits of skilled managers – Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performanceCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-3Behavior, 14e
  • What Managers Do What Managers Do They get things done through other people.  Management Activities: – Make decisions – Allocate resources – Direct activities of others to attain goals  Work in an organization – A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-4Behavior, 14e
  • Management Functions Management FunctionsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-5Behavior, 14e
  • Mintzberg’s Managerial Roles Mintzberg’s Managerial Roles  Discovered ten managerial roles  Separated into three groups: – Interpersonal – Informational – DecisionalCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-6Behavior, 14e
  • Mintzberg’s Managerial Roles: Interpersonal Mintzberg’s Managerial Roles: Interpersonal Figurehead Leader Liaison Interpersonal Roles See E X H I B I T 1–1 for details See E X H I B I T 1–1 for detailsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-7Behavior, 14e
  • Mintzberg’s Managerial Roles: Informational Mintzberg’s Managerial Roles: Informational Monitor Spokesperson Disseminator Informational Roles See E X H I B I T 1–1 for details See E X H I B I T 1–1 for detailsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-8Behavior, 14e
  • Mintzberg’s Managerial Roles: Decisional Mintzberg’s Managerial Roles: Decisional Entrepreneur Negotiator Disturbance handler Resource allocator Decisional Roles See E X H I B I T 1–1 for details See E X H I B I T 1–1 for detailsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-9Behavior, 14e
  • Essential Management Skills Essential Management Skills  Technical Skills – The ability to apply specialized knowledge or expertise  Human Skills – The ability to work with, understand, and motivate other people, both individually and in groups  Conceptual Skills – The mental ability to analyze and diagnose complex situationsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-10Behavior, 14e
  • Luthans’ Study of Managerial Activities Luthans’ Study of Managerial Activities  Four types of managerial activity: – Traditional Management • Decision making, planning, and controlling – Communication • Exchanging routine information and processing paperwork – Human Resource Management • Motivating, disciplining, managing conflict, staffing, and training – Networking • Socializing, politicking, and interacting with othersCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-11Behavior, 14e
  • Successful vs. Effective Allocation by Time Successful vs. Effective Allocation by Time Managers who got promoted faster (were successful) did different things than did effective managers (those who did their jobs well) E X H I B I T 1–2 E X H I B I T 1–2Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-12Behavior, 14e
  • Organizational Behavior Organizational Behavior 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 toward improving an organization’s effectiveness.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-13Behavior, 14e
  • Intuition and Systematic Study Intuition and Systematic Study The two are complementary means of predicting behavior.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-14Behavior, 14e
  • An Outgrowth of Systematic Study… An Outgrowth of Systematic Study… Evidence-Based Management (EBM) Basing managerial decisions on the best available scientific evidence Must think like scientists:Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-15Behavior, 14e
  • Managers Should Use All Three Approaches Managers Should Use All Three Approaches The trick is to know when to go with your gut. – Jack Welsh  Intuition is often based on inaccurate information  Faddism is prevalent in management  Systematic study can be time consuming Use evidence as much as possible to inform your intuition and experience. That is the promise of OB.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-16Behavior, 14e
  • Contributing Disciplines Contributing Disciplines Many behavioral sciences have contributed to the development of Organizational Behavior See E X H I B I T 1–3 for details See E X H I B I T 1–3 for detailsCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-17Behavior, 14e
  • Psychology Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Unit of Analysis: – Individual Contributions to OB: – Learning, motivation, personality, emotions, perception – Training, leadership effectiveness, job satisfaction – Individual decision making, performance appraisal, attitude measurement – Employee selection, work design, and work stressCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-18Behavior, 14e
  • Social Psychology Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Unit of Analysis: – Group Contributions to OB: – Behavioral change – Attitude change – Communication – Group processes – Group decision makingCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-19Behavior, 14e
  • SociologySociology The study of people in relation to their fellow human beings.Unit of Analysis: -- Organizational System -- Group Contributions to OB: – Group dynamics – Formal organization theory – Work teams – Organizational technology – Communication – Organizational change – Power – Organizational culture – Conflict – Intergroup behaviorCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-20Behavior, 14e
  • AnthropologyAnthropology The study of societies to learn about human beings and their activities.Unit of Analysis: -- Organizational System -- Group Contributions to OB: – Organizational culture – Comparative values – Organizational environment – Comparative attitudes – Cross-cultural analysisCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-21Behavior, 14e
  • Few Absolutes in OB Few Absolutes in OB Situational factors that make the main relationship between two variables change—e.g., the relationship may hold for one condition but not another.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-22Behavior, 14e
  • Challenges and Opportunities for OB Challenges and Opportunities for OB The major challenges and opportunities are:  Responding to Economic Pressures  Responding to Globalization  Managing Workforce Diversity Some other challenges and opportunities include:  Improving Customer Service  Improving People Skills  Stimulating Innovation and Change  Coping with “Temporariness”  Working in Networked Organizations  Helping Employees Balance Work-Life Conflicts  Creating a Positive Work Environment  Improving Ethical BehaviorCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-23Behavior, 14e
  • Responding to Economic Pressures Responding to Economic Pressures  What do you do during difficult economic times? – Effective management is critical during hard economic times. – Managers need to handle difficult activities such as firing employees, motivating employees to do more with less, and working through the stress employees feel when they are worrying about their future. – OB focuses on issues such as stress, decision making, and coping during difficult times.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-24Behavior, 14e
  • Responding to Globalization Responding to Globalization  Increased foreign assignments  Working with people from different cultures  Overseeing movement of jobs to countries with low- cost laborCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-25Behavior, 14e
  • Managing Workforce Diversity Managing Workforce Diversity  The people in organizations are becoming more heterogeneous demographically – Embracing diversity – Changing demographics – Changing management philosophy – Recognizing and responding to differencesCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-26Behavior, 14e
  • Developing an OB Model Developing an OB Model  A model is an abstraction of reality – a simplified representation of some real-world phenomenon.  Our OB model has three levels of analysis – Each level is constructed on the prior level E X H I B I T 1-4 E X H I B I T 1-4Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-27Behavior, 14e
  • Types of Study VariablesTypes of Study VariablesIndependent (X) Dependent (Y) – The presumed cause of the – This is the response to X (the change in the dependent independent variable). variable (Y). – It is what the OB researchers – This is the variable that OB want to predict or explain. researchers manipulate to – The interesting variable! observe the changes in Y.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-28Behavior, 14e
  • Interesting OB Dependent Variables Interesting OB Dependent Variables  Productivity – Transforming inputs to outputs at lowest cost. Includes the concepts of effectiveness (achievement of goals) and efficiency (meeting goals at a low cost).  Absenteeism – Failure to report to work – a huge cost to employers.  Turnover – Voluntary and involuntary permanent withdrawal from an organization.  Deviant Workplace Behavior – Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-29Behavior, 14e
  • More Interesting OB Dependent Variables More Interesting OB Dependent Variables  Organizational Citizenship Behavior (OCB) – Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.  Job Satisfaction – A general attitude (not a behavior) toward one’s job; a positive feeling of ones job resulting from an evaluation of its characteristics.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-30Behavior, 14e
  • The Independent Variables The Independent Variables The independent variable (X) can be at any of these three levels in this model: Individual – Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning, and individual decision making Group – Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams Organization System – Organizational culture, human resource policies and practices, and organizational structure and designCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-31Behavior, 14e
  • OB Model OB Model Dependent Variables (Y) Independent Variables (X) E X H I B I T 1–5 E X H I B I T 1–5Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-32Behavior, 14e
  • Summary and Managerial Implications Summary and Managerial Implications  Managers need to develop their interpersonal skills to be effective.  OB focuses on how to improve factors that make organizations more effective.  The best predictions of behavior are made from a combination of systematic study and intuition.  Situational variables moderate cause-and-effect relationships, which is why OB theories are contingent.  There are many OB challenges and opportunities for managers today.  The textbook is based on the contingent OB model.Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-33Behavior, 14e
  • All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice HallCopyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational 1-34Behavior, 14e