What is OB? It is the field of study that investigates the impact that individuals, groups and structure have on behaviour...
<ul><li>Four central characteristics of the field: </li></ul><ul><ul><li>OB applies the scientific method to practical man...
Contributing disciplines to the field of OB Psychology Sociology Anthropology Political Science <ul><li>Motivation </li></...
Shifting Paradigms of OB <ul><li>Flat organisational structure </li></ul><ul><li>Empowerment </li></ul><ul><li>Teamwork </...
What is Management? Management is the process of coordinating work activities so that they are completed effectively and e...
<ul><li>  Efficiency (Means)   Effectiveness (Ends)  </li></ul><ul><li>  Low Waste   High Attainment </li></ul>Resource  U...
Productivity and  Managerial Performance
<ul><li>Effective managers focus on 2 key results: </li></ul><ul><li>-  Task performance </li></ul><ul><li>-  Job satisfac...
Managers Team Leaders Planning Controlling Organising Leading Choosing goals and means to achieve them Measuring performan...
Time spent in carrying out functions at various levels of mnagement Top level  managers Middle level managers First level ...
ESSENTIAL MANAGERIAL SKILLS -- Robert Katz Lower-level Managers Middle-level Managers Upper-level Managers TECHNICAL SKILL...
Interpersonal Roles <ul><li>How a manager interacts with other people </li></ul><ul><li>Figurehead </li></ul><ul><li>Leade...
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HR-1

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  • HR-1

    1. 1. What is OB? It is the field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s performance.
    2. 2. <ul><li>Four central characteristics of the field: </li></ul><ul><ul><li>OB applies the scientific method to practical managerial problems. </li></ul></ul><ul><ul><li>OB focuses on three levels of analysis: individuals, groups, and organisations. </li></ul></ul><ul><ul><li>OB seeks to improve organisational effectiveness and the quality of life at work. </li></ul></ul><ul><ul><li>OB is multidisciplinary in nature. </li></ul></ul>
    3. 3. Contributing disciplines to the field of OB Psychology Sociology Anthropology Political Science <ul><li>Motivation </li></ul><ul><li>Learning </li></ul><ul><li>Personality </li></ul><ul><li>Perception </li></ul><ul><li>Leadership </li></ul><ul><li>Group dynamics </li></ul><ul><li>Communication </li></ul><ul><li>Power & Conflict </li></ul><ul><li>Organisational change & culture </li></ul><ul><li>Comparative values </li></ul><ul><li>Cross-cultural analysis </li></ul><ul><li>Power </li></ul><ul><li>Politics </li></ul><ul><li>conflict </li></ul>Study of Organisational Behaviour
    4. 4. Shifting Paradigms of OB <ul><li>Flat organisational structure </li></ul><ul><li>Empowerment </li></ul><ul><li>Teamwork </li></ul><ul><li>Work-life balance </li></ul><ul><li>New workforce expectations where less tolerance for hierarchy, more informality and concern of performance rather than status </li></ul>
    5. 5. What is Management? Management is the process of coordinating work activities so that they are completed effectively and efficiently with and through other people.
    6. 6. <ul><li> Efficiency (Means) Effectiveness (Ends) </li></ul><ul><li> Low Waste High Attainment </li></ul>Resource Usage Goal Attainment Management strives for: Low resource waste (High Efficiency) High goal attainment (High Effectiveness)
    7. 7. Productivity and Managerial Performance
    8. 8. <ul><li>Effective managers focus on 2 key results: </li></ul><ul><li>- Task performance </li></ul><ul><li>- Job satisfaction </li></ul>
    9. 9. Managers Team Leaders Planning Controlling Organising Leading Choosing goals and means to achieve them Measuring performance & ensuring results Creating structures & work systems Inspiring people to work hard PROCESS OF MANAGEMENT
    10. 10. Time spent in carrying out functions at various levels of mnagement Top level managers Middle level managers First level supervisors CONTROLING LEADING ORGANISING PLANNING
    11. 11. ESSENTIAL MANAGERIAL SKILLS -- Robert Katz Lower-level Managers Middle-level Managers Upper-level Managers TECHNICAL SKILLS The ability to perform specific tasks HUMAN SKILLS The ability to work well with people CONCEPTUAL SKILLS The ability to solve complex problems
    12. 12. Interpersonal Roles <ul><li>How a manager interacts with other people </li></ul><ul><li>Figurehead </li></ul><ul><li>Leader </li></ul><ul><li>Liaison </li></ul>Informational Roles <ul><li>How a manager exchanges and processes information </li></ul><ul><li>Monitor </li></ul><ul><li>Disseminator </li></ul><ul><li>Spokesperson </li></ul>Decisional Roles <ul><li>How a manager uses information in decision making </li></ul><ul><li>Entrepreneur </li></ul><ul><li>Disturbance handler </li></ul><ul><li>Resource allocator </li></ul><ul><li>Negotiator </li></ul>Ten Roles of an effective manager – Henry Mintzberg

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