Introduction to Organizational Behavior


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Introduction to Organizational Behavior

  1. 1. Introduction to Organizational Behavior Prepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College Instructor
  2. 2. what managers do? <ul><li>Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. </li></ul><ul><li>Managers do their work in an organization , which is 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. </li></ul>
  3. 3. management functions <ul><li>Planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities. </li></ul><ul><li>Organizing includes determining what tasks are to be done, who is to do them, how tasks are to be grouped, who reports to whom, and where decisions are to be made. </li></ul>
  4. 4. <ul><li>Leading includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. </li></ul><ul><li>Controlling involves in ensuring that things are going as they should, management must monitor the organization’s performance. </li></ul>
  5. 5. management roles <ul><li>responsible for the motivation and direction of employees. </li></ul><ul><li>leader </li></ul><ul><li>maintains a network of outside contacts who provide favors and information. </li></ul><ul><li>liaison </li></ul><ul><li>symbolic head; required to perform a number of routine duties of a legal or social nature. </li></ul><ul><li>figurehead </li></ul>Interpersonal roles Description Associated roles Managerial activities
  6. 6. <ul><li>transmit information to outsiders on organization’s plans, policies, actions, and results. </li></ul><ul><li>spokesman </li></ul><ul><li>transmit information received from outsiders or from other employees to members of the organization. </li></ul><ul><li>disseminator </li></ul><ul><li>receives wide variety of information; serves as nerve center of internal and external information of the organization. </li></ul><ul><li>monitor </li></ul>Informational roles Description Associated roles Managerial activities
  7. 7. <ul><li>responsible for representing the organization at major negotiations. </li></ul><ul><li>negotiator </li></ul><ul><li>makes or approves significant organizational decisions. </li></ul><ul><li>resource allocator </li></ul><ul><li>responsible for corrective action when organization faces important unexpected disturbances. </li></ul><ul><li>disturbance handler </li></ul><ul><li>Searches organization and its environment for opportunities and initiates projects to bring about change. </li></ul><ul><li>Improver / changer / entrepreneur </li></ul>Decisional roles Description Associated roles Managerial activities
  8. 8. management skills <ul><li>Technical skills defines the ability to apply specialized knowledge or expertise. </li></ul><ul><li>Human skills defines the ability to work with, understand, and motivate other people, both individually and in groups. </li></ul><ul><li>Conceptual skills defines the mental ability to analyze and diagnose complex situations. </li></ul>
  9. 9. four managerial activities: <ul><li>Traditional management: decision making, planning, and controlling </li></ul><ul><li>Communication: exchanging routine information and processing paperwork </li></ul><ul><li>Human resource management: motivating, disciplining, managing conflict, staffing, and training </li></ul><ul><li>Networking: socializing, politicking, and interacting with outsiders </li></ul>
  10. 10. <ul><li>One common thread runs through the functions, roles, skills, activities, and approaches to management: </li></ul><ul><li>Each recognizes the paramount importance of managing people. Regardless of whether it is called “the leading function”, “interpersonal roles”, “human skills”, or “human resource management, communication, and networking activities”, it is clear that managers need to develop their people skills if they are going to be effective and successful. </li></ul>
  11. 11. organizational behavior <ul><li>- is 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. </li></ul>
  12. 12. <ul><li>Organizational behavior studies three determinants of behavior in organizations: </li></ul><ul><li>1. individuals </li></ul><ul><li>2. groups </li></ul><ul><li>3. structure </li></ul>
  13. 13. <ul><li>organizational behavior is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance. </li></ul>
  14. 14. challenges and opportunities for OB <ul><li>Responding to globalization </li></ul><ul><li>- increased foreign assignments </li></ul><ul><li>- working with people from different cultures </li></ul><ul><li>- coping with anticapitalism backlash </li></ul><ul><li>- overseeing movement of jobs to countries with low-cost labor </li></ul><ul><li>- managing people during the war on terror </li></ul>
  15. 15. <ul><li>Managing workforce diversity </li></ul><ul><li>- workforce diversity </li></ul><ul><li>- embracing diversity </li></ul><ul><li>- changing demographics </li></ul><ul><li>Improving quality and productivity </li></ul><ul><li>Responding to the coming labor shortage </li></ul><ul><li>Improving customer service </li></ul><ul><li>Improving people skills </li></ul><ul><li>Empowering people </li></ul>
  16. 16. <ul><li>Stimulating innovation and change </li></ul><ul><li>Coping with “Temporaries” </li></ul><ul><li>Working in networked organizations </li></ul><ul><li>Helping employees balance work-life conflicts </li></ul><ul><li>Improving ethical behavior </li></ul>