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Introduction to ob slides
1.
Introduction to Organizational Behavior What
Is Organizational Behavior? BY: Muhammad Waqas Ashraf waqasashraf348@gmail.com 03038874422 © 2009 Prentice-Hall Inc. All rights reserved. 1-0
2.
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). – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model. © 2009 Prentice-Hall Inc. All rights reserved. 1-1
3.
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 – Better financial performance © 2009 Prentice-Hall Inc. All rights reserved. 1-2
4.
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. © 2009 Prentice-Hall Inc. All rights reserved. 1-3
5.
Five Management Functions •
PLAN – A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. • ORGANIZE – Determining 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 to be made. © 2009 Prentice-Hall Inc. All rights reserved. 1-4
6.
Five Management Functions •
LEAD – A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. • CONTROL – Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation. – STAFFING: To coordinate with Human Resource of the organization. © 2009 Prentice-Hall Inc. All rights reserved. 1-5
7.
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. © 2009 Prentice-Hall Inc. All rights reserved. 1-6
8.
Intuition and Systematic
Study • Intuition • A gut feeling not necessarily supported by research. Intuition is the ability to acquire knowledge without inference(reading) and/or the use of reason. • Systematic Study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. • The two are complementary means of predicting behavior. © 2009 Prentice-Hall Inc. All rights reserved. 1-7
9.
An Outgrowth of
Systematic Study… Evidence-Based Management (EBM) – Basing managerial decisions on the best available scientific evidence. – Must think like scientists: • Pose a managerial question • Search for best available evidence © 2009 Prentice-Hall Inc. All rights reserved. 1-8
10.
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 • Systematic study can be time-consuming Use evidence as much as possible to inform your intuition and experience. That is the promise of OB. © 2009 Prentice-Hall Inc. All rights reserved. 1-9
11.
Four Contributing Disciplines •
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 stress © 2009 Prentice-Hall Inc. All rights reserved. 1-10
12.
Four Contributing Disciplines •
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 decision making © 2009 Prentice-Hall Inc. All rights reserved. 1-11
13.
Four Contributing Disciplines –
Unit of Analysis: – Organizational System – Contributions to OB: – Work teams – Communication – Power – Conflict – Intergroup behavior – Group – Formal organization theory – Organizational technology – Organizational change – Organizational culture • Sociology The study of people in relation to their fellow human beings. © 2009 Prentice-Hall Inc. All rights reserved. 1-12
14.
Four Contributing Disciplines –
Unit of Analysis: -- Organizational System – Contributions to OB: – Organizational culture – Organizational environment -- Group – Cross-cultural analysis • Anthropology The study of societies to learn about human beings and their activities. © 2009 Prentice-Hall Inc. All rights reserved. 1-13
15.
Challenges and Opportunities
for OB • Responding to Globalization • Managing Workforce Diversity • Improving Quality and Productivity • Improving Customer Service • Improving People Skills • Stimulating Innovation and Change • Working in Networked Organizations • Helping Employees Balance Work-Life Conflicts • Creating a Positive Work Environment • Improving Ethical Behavior © 2009 Prentice-Hall Inc. All rights reserved. 1-14
16.
Challenges and Opportunities
for OB • Responding to Globalization – Increased foreign assignments – Working with people from different cultures – Overseeing movement of jobs to countries with low- cost labor – Managing people during the war on terror • Managing Workforce Diversity – The people in organizations are becoming more heterogeneous demographically ( gender, age, national origin, race, and domestic partners) © 2009 Prentice-Hall Inc. All rights reserved. 1-15
17.
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 • Individual • Group • Organizational Systems (Exhibit 1-5) © 2009 Prentice-Hall Inc. All rights reserved. 1-16
18.
Types of Study
Variables Independent (X) – The presumed cause of the change in the dependent variable (Y). – This is the variable that OB researchers manipulate to observe the changes in Y. Dependent (Y) – This is the response to X (the independent variable). – It is what the OB researchers want to predict or explain. – The interesting variable! X → Y → Predictive Ability © 2009 Prentice-Hall Inc. All rights reserved. 1-17
19.
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. © 2009 Prentice-Hall Inc. All rights reserved. 1-18
20.
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 about one's job resulting from an evaluation of its characteristics. © 2009 Prentice-Hall Inc. All rights reserved. 1-19
21.
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 design. © 2009 Prentice-Hall Inc. All rights reserved. 1-20
22.
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. • There are many OB challenges and opportunities for managers today. © 2009 Prentice-Hall Inc. All rights reserved. 1-21
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