Organizational behavior (OB) is the study of how individuals, groups, and structures influence behavior within organizations to improve performance. It applies the scientific method to managerial problems and focuses on analysis at the individual, group, and organizational levels to enhance effectiveness and quality of life at work. OB draws from disciplines like psychology, sociology, and political science to understand topics such as motivation, leadership, communication, and organizational change.

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. Four central characteristics of the field: OB applies the scientific method to practical managerial problems. OB focuses on three levels of analysis: individuals, groups, and organisations. OB seeks to improve organisational effectiveness and the quality of life at work. OB is multidisciplinary in nature.

3. Contributing disciplines to the field of OB Psychology Sociology Anthropology Political Science Motivation Learning Personality Perception Leadership Group dynamics Communication Power & Conflict Organisational change & culture Comparative values Cross-cultural analysis Power Politics conflict Study of Organisational Behaviour

4. Shifting Paradigms of OB Flat organisational structure Empowerment Teamwork Work-life balance New workforce expectations where less tolerance for hierarchy, more informality and concern of performance rather than status

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. Efficiency (Means) Effectiveness (Ends) Low Waste High Attainment Resource Usage Goal Attainment Management strives for: Low resource waste (High Efficiency) High goal attainment (High Effectiveness)

7. Productivity and Managerial Performance

8. Effective managers focus on 2 key results: - Task performance - Job satisfaction

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. 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. 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. Interpersonal Roles How a manager interacts with other people Figurehead Leader Liaison Informational Roles How a manager exchanges and processes information Monitor Disseminator Spokesperson Decisional Roles How a manager uses information in decision making Entrepreneur Disturbance handler Resource allocator Negotiator Ten Roles of an effective manager – Henry Mintzberg