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Behavior within organizations

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  • Who is a manager?
  • What is Management?
  • What do Managers do?
  • Transcript

    • 1. Behavior within organizations
      Behavior in organizations
      Presented By :
      Ghanshyam Gupta
      ghanshyamgupta7@gmail.com
    • 2. Organization
      It is a structured social system consisting of groups and indivuals working together to meet some agreed upon objectives. To fully understand behavior in organizations we must consider three levels of analysis: processes occurring within indivuals, groups and organizations.
    • 3. Theory X
      A traditional Philosophy of management suggesting that most people are lazy, dislike work, need direction and will work hard only when they are pushed into performing.
    • 4. Theory Y
      A philosophy of Management suggesting that under the right circumstances people are fully capable of working productively and accepting responsibility for their work.
    • 5. Manager
      Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
    • 6. Managerial Levels
    • 7. Efficiency & Effectiveness in Management
    • 8. What do Managers Do?
      Functions
    • 9. Roles
    • 10. Skills
    • 11. Conceptual skills
      • Ability to use information to solve business problems
      • 12. Identification of opportunities for innovation
      • 13. Recognizing problem areas and implementing solutions
      • 14. Selecting critical information from masses of data
      • 15. Understanding of business uses of technology
      • 16. Understanding of organizations business model
    • Communication Skills
      • Ability to transform ideas into words and actions
      • 17. Credibility among colleagues, peers and subordinates
      • 18. Listening and asking questions
      • 19. Presentation skills; spoken format
      • 20. Presentation skills: written and/or graphic formats
    • Effectiveness skills
      • Contributing to corporate mission/ departmental objectives
      • 21. Customer focus
      • 22. Multitasking: working at multiple tasks in parallel
      • 23. Negotiating Skills
      • 24. Project Management
      • 25. Reviewing operations and implementing improvements
      • 26. Setting and maintaining performance standards internally and externally
      • 27. Setting priorities for attention and activity
      • 28. Time management
    • Interpersonal Skills
      • Coaching and mentoring skills
      • 29. Diversity skills: Working with diverse people and cultures
      • 30. Networking within organizations
      • 31. Networking outside the organization
      • 32. Working in teams; cooperation and commitment
    • Changes impacting the Managers Job
      Changing Technology(digitization)
      Increased Threats to Security
      Changes
      Impact of Changes
      • Shifting organisational boundaries
      • 33. Virtual Workplaces
      • 34. More mobile workforce
      • 35. Flexible work arrangements
      • 36. Empowered employees
      • 37. Risk Management
      • 38. Work life –Personal Life Balance
      • 39. Re structured workplace
      • 40. Discrimination concerns
      • 41. Globalization concerns
      • 42. Employee assistance
    • Changes impacting the Managers Job
      Increased Emphasis on
      Organizational & Managerial Ethics
      Increased Competitiveness
      Changes
      Impact of Changes
      • Redefined Values
      • 43. Rebuilding Trust
      • 44. Increased Accountability
      • 45. Customer service
      • 46. Innovation
      • 47. Globalization
      • 48. Efficiency / Productivity
    • Business Organization
    • 49. Changing Organisation
      Traditional Organisation
      New Organisation
      Stable
      Inflexible
      Job focused
      Work is defined by job positions
      Indivual-oriented
      Permanent jobs
      Command Oriented
      Managers always make decisions
      Rule oriented
      Relatively homogenous workforce
      Workdays defined as 9 to 5
      Hierarchical relationships
      Work at organizational facility during specific hours.
      Dynamic
      Flexible
      Skills focused
      Work is defined in terms of task to be dons
      Team oriented
      Temporary jobs
      Involvement oriented
      Employees participate in decision making
      Customer oriented
      Diverse workforce
      Workdays have no time boundaries
      Lateral & Networked relationships
      Work anywhere ,any time
    • 50. Need for management
      All Sizes of Organisation
      Small - Large
      All Types of Organizations
      Profit- Non Profit
      All Organizational areas Manufacturing, marketing, Human Resources, Accounting etc
      Need for Management in
      All Organization Levels
      Bottom- Top
    • 51. Interpersonal Trust
      It is a positive expectation that another will not through words ,actions, or decisions act opportunistically.
      It implies familiarity and risk.
    • 52. POSITIVE EXPECTATION- means knowledge and familiarity about the other party. It takes time to form , building incrementally and accumulating.
      OPPORTUNISTIC- refers to the inherent risk and vulnerability in any trusting relationship. It is not taking risk per se rather it is a willingness to take risk.
    • 53. Dimensions of Trust
      Integrity
      Competence
      Consistency
      Loyalty
      Openness
    • 54. Types of Trust
      Deterrence based Trust-based on fear of reprisal if the trust is violated.
      Knowledge based Trust-based on behavioral predictability that comes from interaction and information.
      Identification Based Trust- highest level ,achieved when there is an emotional connection between parties. It allows one party to act as an agent for the other and substitute for that person in interpersonal transaction.
    • 55. Principles of Trust
      Mistrust drives out trust
      Trust begets trust
      Trust can be regained
      Mistrusting groups Self Destruct
      Mistrust generally reduces productivity
    • 56. Exercise
      What is the importance of interpersonal skills?
    • 57. What do managers do in terms of functions, roles and skills?
    • 58. What do managers do in terms of functions, roles and skills?
    • 59. What are effectiveness and efficiency and how are they related?
    • 60. On a scale of 1 to 10 measuring the sophistication of scientific discipline in predicting phenomena, maths and physics would probably be 10. Where do you think OB stands for?