Core Concepts of Organizational Behavior Schermerhorn, Hunt, and Osborn
Chapter 1 Organizational Behavior Today <ul><li>Study questions. </li></ul><ul><ul><li>What is organizational behavior and...
What is organizational behavior and why is it important? <ul><li>Organizational behavior. </li></ul><ul><ul><li>Study of i...
What is organizational behavior and why is it important? <ul><li>Shifting paradigms of organizational behavior. </li></ul>...
What is organizational behavior and why is it important? <ul><li>Organizational behavior and diversity. </li></ul><ul><ul>...
What is organizational behavior and why is it important? <ul><li>Organizational behavior and diversity  —  cont. </li></ul...
How do we learn about organizational behavior? <ul><li>Organizational behavior and the learning imperative. </li></ul><ul>...
How do we learn about organizational behavior? <ul><li>Scientific foundations of organizational behavior. </li></ul><ul><u...
What are organizations  like as work settings?  <ul><li>An organization is a collection of people working together in a di...
What are organizations like as work settings?  <ul><li>Purpose, mission, and strategies. </li></ul><ul><ul><li>Core purpos...
What are organizations like as work settings?  <ul><li>People and work systems. </li></ul><ul><ul><li>Intellectual capital...
What are organizations like as work settings?  <ul><li>Organizations as open systems. </li></ul><ul><ul><li>Organizations ...
What is the nature of managerial work? <ul><li>Managers: </li></ul><ul><ul><li>Perform jobs that involve directly supporti...
What is the nature of managerial work? <ul><li>The nature of managerial work. </li></ul><ul><ul><li>Managers work long hou...
What is the nature of managerial work? <ul><li>The management process. </li></ul><ul><ul><li>An effective manager is one w...
What is the nature of managerial work? <ul><li>Functions of management. </li></ul><ul><ul><li>Planning. </li></ul></ul><ul...
What is the nature of managerial work? <ul><li>Functions of management  —  cont . </li></ul><ul><ul><li>Leading. </li></ul...
What is the nature of managerial work? <ul><li>Managerial roles. </li></ul><ul><ul><li>Interpersonal roles. </li></ul></ul...
What is the nature of managerial work? <ul><li>Managerial roles  —  cont . </li></ul><ul><ul><li>Decisional roles. </li></...
What is the nature of managerial work? <ul><li>Managerial networks. </li></ul><ul><ul><li>Task networks. </li></ul></ul><u...
What is the nature of managerial work? <ul><li>Managerial skills and competencies. </li></ul><ul><ul><li>A skill is an abi...
What is the nature of managerial work? <ul><li>Managerial skills and competencies  —  cont . </li></ul><ul><ul><li>Technic...
What is the nature of managerial work? <ul><li>Managerial skills and competencies —  cont . </li></ul><ul><ul><li>Technica...
What is the nature of managerial work? <ul><li>Managerial skills and competencies  —  cont . </li></ul><ul><ul><li>Human s...
What is the nature of managerial work? <ul><li>Managerial skills and competencies  —  cont . </li></ul><ul><ul><li>Concept...
How do ethics influence human behavior in organizations? <ul><li>Ethical behavior. </li></ul><ul><ul><li>“Good” and “right...
How do ethics influence human behavior in organizations? <ul><li>Ethical dilemmas in the workplace. </li></ul><ul><ul><li>...
How do ethics influence human behavior in organizations? <ul><li>Ethical dilemmas in the workplace  —  cont . </li></ul><u...
How do ethics influence human behavior in organizations? <ul><li>Organizational social responsibility. </li></ul><ul><ul><...
How do ethics influence human behavior in organizations? <ul><li>Work and the quality of life. </li></ul><ul><ul><li>Quali...
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Managerial Skills

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Managerial Skills

  1. 1. Core Concepts of Organizational Behavior Schermerhorn, Hunt, and Osborn
  2. 2. Chapter 1 Organizational Behavior Today <ul><li>Study questions. </li></ul><ul><ul><li>What is organizational behavior and why is it important? </li></ul></ul><ul><ul><li>How do we learn about organizational behavior? </li></ul></ul><ul><ul><li>What are organizations like as work settings? </li></ul></ul><ul><ul><li>What is the nature of managerial work? </li></ul></ul><ul><ul><li>How do ethics influence human behavior in organizations? </li></ul></ul>
  3. 3. What is organizational behavior and why is it important? <ul><li>Organizational behavior. </li></ul><ul><ul><li>Study of individuals and groups in organizations. </li></ul></ul><ul><ul><li>Emphasizes high performance organizations. </li></ul></ul><ul><ul><li>Occurs in a global context. </li></ul></ul><ul><ul><li>Dimensions of individual and group behavior. </li></ul></ul><ul><ul><li>Nature of organizations. </li></ul></ul><ul><ul><li>Core processes. </li></ul></ul>
  4. 4. What is organizational behavior and why is it important? <ul><li>Shifting paradigms of organizational behavior. </li></ul><ul><ul><li>Demise of “command-and-control.” </li></ul></ul><ul><ul><li>Emergence of new workplace expectations. </li></ul></ul><ul><ul><li>Critical role of information technologies. </li></ul></ul><ul><ul><li>Belief in empowerment. </li></ul></ul><ul><ul><li>Emphasis on teamwork. </li></ul></ul><ul><ul><li>Concern for work-life balance. </li></ul></ul>
  5. 5. What is organizational behavior and why is it important? <ul><li>Organizational behavior and diversity. </li></ul><ul><ul><li>Workforce diversity is the presence of differences based on: </li></ul></ul><ul><ul><ul><li>Gender. </li></ul></ul></ul><ul><ul><ul><li>Race and ethnicity. </li></ul></ul></ul><ul><ul><ul><li>Age. </li></ul></ul></ul><ul><ul><ul><li>Abel-bodiedness. </li></ul></ul></ul><ul><ul><ul><li>Sexual orientation. </li></ul></ul></ul>
  6. 6. What is organizational behavior and why is it important? <ul><li>Organizational behavior and diversity — cont. </li></ul><ul><ul><li>Valuing diversity is a core OB theme. </li></ul></ul><ul><ul><ul><li>Interpersonal and cultural sensitivity. </li></ul></ul></ul><ul><ul><li>Glass ceiling effect. </li></ul></ul><ul><ul><ul><li>Women and minorities as managers and executives. </li></ul></ul></ul><ul><ul><ul><li>Earnings of women and minorities. </li></ul></ul></ul>
  7. 7. How do we learn about organizational behavior? <ul><li>Organizational behavior and the learning imperative. </li></ul><ul><ul><li>Organizational learning is the process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances. </li></ul></ul><ul><ul><li>Necessity of life-long learning. </li></ul></ul>
  8. 8. How do we learn about organizational behavior? <ul><li>Scientific foundations of organizational behavior. </li></ul><ul><ul><li>Interdisciplinary body of knowledge. </li></ul></ul><ul><ul><li>Use of scientific methods. </li></ul></ul><ul><ul><li>Focus on application. </li></ul></ul><ul><ul><li>Contingency thinking. </li></ul></ul>
  9. 9. What are organizations like as work settings? <ul><li>An organization is a collection of people working together in a division of labor to achieve a common purpose. </li></ul><ul><li>Applies to: </li></ul><ul><ul><li>A wide variety of clubs, institutions, agencies, businesses, and other organized entities. </li></ul></ul>
  10. 10. What are organizations like as work settings? <ul><li>Purpose, mission, and strategies. </li></ul><ul><ul><li>Core purpose of an organization. </li></ul></ul><ul><ul><li>Mission and vision. </li></ul></ul><ul><ul><li>Mission statements. </li></ul></ul>
  11. 11. What are organizations like as work settings? <ul><li>People and work systems. </li></ul><ul><ul><li>Intellectual capital </li></ul></ul><ul><ul><ul><li>The sum total of knowledge, expertise, and dedication of an organization’s workforce. </li></ul></ul></ul><ul><ul><li>Human resources. </li></ul></ul><ul><ul><li>Material resources. </li></ul></ul>
  12. 12. What are organizations like as work settings? <ul><li>Organizations as open systems. </li></ul><ul><ul><li>Organizations obtain resource inputs from the environment. </li></ul></ul><ul><ul><li>Organizations transform resource inputs. </li></ul></ul><ul><ul><li>Organizations return transformed inputs to the environment as outputs in the form of goods and services. </li></ul></ul>
  13. 13. What is the nature of managerial work? <ul><li>Managers: </li></ul><ul><ul><li>Perform jobs that involve directly supporting the work efforts of others. </li></ul></ul><ul><ul><li>Help other people get important things done in timely, high-quality, and satisfying ways. </li></ul></ul><ul><ul><li>Assume roles such as coordinator, coach, or team leader. </li></ul></ul>
  14. 14. What is the nature of managerial work? <ul><li>The nature of managerial work. </li></ul><ul><ul><li>Managers work long hours. </li></ul></ul><ul><ul><li>Managers are busy people. </li></ul></ul><ul><ul><li>Managers are often interrupted. </li></ul></ul><ul><ul><li>Managers work mostly with other people. </li></ul></ul><ul><ul><li>Managers are communicators. </li></ul></ul>
  15. 15. What is the nature of managerial work? <ul><li>The management process. </li></ul><ul><ul><li>An effective manager is one whose organizational unit, group, or team consistently achieves its goals while its members remain capable, committed, and enthusiastic. </li></ul></ul><ul><ul><li>Key results of effective management: </li></ul></ul><ul><ul><ul><li>Task performance. </li></ul></ul></ul><ul><ul><ul><li>Job satisfaction. </li></ul></ul></ul>
  16. 16. What is the nature of managerial work? <ul><li>Functions of management. </li></ul><ul><ul><li>Planning. </li></ul></ul><ul><ul><ul><li>Defining goals, setting specific performance objectives, and identifying the actions needed to achieve them. </li></ul></ul></ul><ul><ul><li>Organizing. </li></ul></ul><ul><ul><ul><li>Creating work structures and systems, and arranging resources to accomplish goals and objectives. </li></ul></ul></ul>
  17. 17. What is the nature of managerial work? <ul><li>Functions of management — cont . </li></ul><ul><ul><li>Leading. </li></ul></ul><ul><ul><ul><li>Instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations. </li></ul></ul></ul><ul><ul><li>Controlling. </li></ul></ul><ul><ul><ul><li>Ensuring that things go well by monitoring performance and taking corrective action as necessary. </li></ul></ul></ul>
  18. 18. What is the nature of managerial work? <ul><li>Managerial roles. </li></ul><ul><ul><li>Interpersonal roles. </li></ul></ul><ul><ul><ul><li>Figurehead. </li></ul></ul></ul><ul><ul><ul><li>Leader. </li></ul></ul></ul><ul><ul><ul><li>Liaison. </li></ul></ul></ul><ul><ul><li>Informational roles. </li></ul></ul><ul><ul><ul><li>Monitor. </li></ul></ul></ul><ul><ul><ul><li>Disseminator. </li></ul></ul></ul><ul><ul><ul><li>Spokesperson. </li></ul></ul></ul>
  19. 19. What is the nature of managerial work? <ul><li>Managerial roles — cont . </li></ul><ul><ul><li>Decisional roles. </li></ul></ul><ul><ul><ul><li>Entrepreneur. </li></ul></ul></ul><ul><ul><ul><li>Disturbance handler. </li></ul></ul></ul><ul><ul><ul><li>Resource allocator. </li></ul></ul></ul><ul><ul><ul><li>Negotiator. </li></ul></ul></ul>
  20. 20. What is the nature of managerial work? <ul><li>Managerial networks. </li></ul><ul><ul><li>Task networks. </li></ul></ul><ul><ul><ul><li>Specific job-related contacts. </li></ul></ul></ul><ul><ul><li>Career networks. </li></ul></ul><ul><ul><ul><li>Career guidance and opportunity resources. </li></ul></ul></ul><ul><ul><li>Social networks. </li></ul></ul><ul><ul><ul><li>Trustworthy friends and peers. </li></ul></ul></ul>
  21. 21. What is the nature of managerial work? <ul><li>Managerial skills and competencies. </li></ul><ul><ul><li>A skill is an ability to translate knowledge into action that results in a desired performance. </li></ul></ul><ul><ul><li>Categories of skills: </li></ul></ul><ul><ul><ul><li>Technical. </li></ul></ul></ul><ul><ul><ul><li>Human. </li></ul></ul></ul><ul><ul><ul><li>Conceptual. </li></ul></ul></ul>
  22. 22. What is the nature of managerial work? <ul><li>Managerial skills and competencies — cont . </li></ul><ul><ul><li>Technical skills are relatively more important at entry levels. </li></ul></ul><ul><ul><li>Human skills are consistently important across all managerial levels. </li></ul></ul><ul><ul><li>Conceptual skills are relatively more important at top management levels. </li></ul></ul>
  23. 23. What is the nature of managerial work? <ul><li>Managerial skills and competencies — cont . </li></ul><ul><ul><li>Technical skills. </li></ul></ul><ul><ul><ul><li>An ability to perform specialized tasks. </li></ul></ul></ul><ul><ul><ul><li>Derives from knowledge of expertise gained from education or experience. </li></ul></ul></ul><ul><ul><ul><li>Proficiency at using select methods, processes, and procedures to accomplish tasks. </li></ul></ul></ul>
  24. 24. What is the nature of managerial work? <ul><li>Managerial skills and competencies — cont . </li></ul><ul><ul><li>Human skills. </li></ul></ul><ul><ul><ul><li>An ability to work well with other people. </li></ul></ul></ul><ul><ul><ul><li>Emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. </li></ul></ul></ul><ul><ul><ul><li>Self-awareness. </li></ul></ul></ul><ul><ul><ul><li>Capacity for understanding and empathizing. </li></ul></ul></ul><ul><ul><ul><li>Engages in persuasive communication. </li></ul></ul></ul><ul><ul><ul><li>Deals successfully with conflicts. </li></ul></ul></ul>
  25. 25. What is the nature of managerial work? <ul><li>Managerial skills and competencies — cont . </li></ul><ul><ul><li>Conceptual skills. </li></ul></ul><ul><ul><ul><li>An ability to see and understand how the system works, and how the parts are interrelated. </li></ul></ul></ul><ul><ul><ul><li>Used to: </li></ul></ul></ul><ul><ul><ul><ul><li>Identify problems and opportunities. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Gather and interpret relevant information. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Make good problem-solving decisions. </li></ul></ul></ul></ul>
  26. 26. How do ethics influence human behavior in organizations? <ul><li>Ethical behavior. </li></ul><ul><ul><li>“Good” and “right” as opposed to “bad” or “wrong” in a particular setting. </li></ul></ul><ul><ul><li>Ways of thinking about ethical behavior. </li></ul></ul><ul><ul><ul><li>Utilitarian view. </li></ul></ul></ul><ul><ul><ul><li>Individualism view. </li></ul></ul></ul><ul><ul><ul><li>Moral rights view. </li></ul></ul></ul><ul><ul><ul><li>Justice view. </li></ul></ul></ul>
  27. 27. How do ethics influence human behavior in organizations? <ul><li>Ethical dilemmas in the workplace. </li></ul><ul><ul><li>Nature of an ethical dilemma. </li></ul></ul><ul><ul><li>Ethical dilemmas occur in relationships with: </li></ul></ul><ul><ul><ul><li>Superiors. </li></ul></ul></ul><ul><ul><ul><li>Subordinates. </li></ul></ul></ul><ul><ul><ul><li>Customers. </li></ul></ul></ul><ul><ul><ul><li>Competitors. </li></ul></ul></ul><ul><ul><ul><li>Suppliers. </li></ul></ul></ul><ul><ul><ul><li>Regulators. </li></ul></ul></ul>
  28. 28. How do ethics influence human behavior in organizations? <ul><li>Ethical dilemmas in the workplace — cont . </li></ul><ul><ul><li>Rationalizations for unethical behavior: </li></ul></ul><ul><ul><ul><li>Pretending the behavior is not really unethical or illegal. </li></ul></ul></ul><ul><ul><ul><li>Saying the behavior is really in the organization’s or person’s best interest. </li></ul></ul></ul><ul><ul><ul><li>Assuming the behavior is acceptable if others don’t find out about it. </li></ul></ul></ul><ul><ul><ul><li>Presuming that superiors will support and protect you. </li></ul></ul></ul>
  29. 29. How do ethics influence human behavior in organizations? <ul><li>Organizational social responsibility. </li></ul><ul><ul><li>The obligation of organizations to behave in ethical and moral ways as institutions of the broader society. </li></ul></ul><ul><ul><li>Managers should commit organizations to: </li></ul></ul><ul><ul><ul><li>Pursuit of high productivity. </li></ul></ul></ul><ul><ul><ul><li>Corporate social responsibility. </li></ul></ul></ul>
  30. 30. How do ethics influence human behavior in organizations? <ul><li>Work and the quality of life. </li></ul><ul><ul><li>Quality of work life (QWL). </li></ul></ul><ul><ul><ul><li>The overall quality of human experience in the workplace. </li></ul></ul></ul><ul><ul><li>QWL commitment reflects an endorsement of Theory Y assumptions. </li></ul></ul><ul><ul><li>Work-life balance. </li></ul></ul><ul><ul><ul><li>Job demands should fit personal life and nonwork responsibilities. </li></ul></ul></ul>
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