This document provides an overview of key concepts from the first chapter of an organizational behavior textbook. It defines organizational behavior as the study of human behavior in organizations using scientific methods. It describes organizations as open systems that interact with their environments and notes important elements like organizational culture, climate, stakeholders, and workforce diversity. It also discusses the nature of management and leadership in organizations, highlighting the management process, managerial roles and skills, and the importance of ethical leadership. Finally, it explains how students can learn about organizational behavior through experiential learning approaches.
The document discusses managers and management. It defines management as the process of getting things done effectively and efficiently through others. It differentiates between managers and operative employees, and describes the three levels of managers and their primary responsibilities. It also outlines the four primary processes of management: planning, organizing, leading, and controlling.
Principal of management 9erobbins ppt05 lecture_3Malik Saif
The document discusses social responsibility and managerial ethics. It covers topics like different views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability ("greening"), the purpose of shared values in values-based management, and factors that influence ethical behavior like moral development, individual characteristics, organizational culture and more.
Organizational development (OD) is a planned, systematic process to increase organizational effectiveness. It involves diagnosing the entire organization and implementing changes from the top down. The OD process uses an empowering approach through facilitating vision, learning, and problem solving to collaboratively manage organizational culture. Key themes in OD include meeting employees' social and motivational needs to boost productivity, and rationalizing work processes to optimize output. Common OD interventions include team development, intergroup cooperation, system-wide performance improvements, and strategic transformations.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
Key concepts in Organizational Development Organizational Change and Develop...manumelwin
Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.
This chapter introduces management and organizations. It discusses who managers are, including different levels of managers. It explores what management is and what managers do, including their functions and roles. It examines what organizations are and how they are structured. It concludes by discussing why studying management is important, such as its universality and the rewards and challenges of being a manager.
Healthy organizations have several key characteristics that allow them to achieve long-term success, including effectively sharing goals with employees at all levels, fostering a collaborative teamwork culture, and maintaining high employee morale. They also offer training opportunities to develop employee skills, have good leadership that employees trust, and confront poor performance rather than ignoring issues. Finally, healthy organizations understand risks, can adapt to changes, maintain a clearly defined structure, and enforce well-known company policies.
The document discusses managers and management. It defines management as the process of getting things done effectively and efficiently through others. It differentiates between managers and operative employees, and describes the three levels of managers and their primary responsibilities. It also outlines the four primary processes of management: planning, organizing, leading, and controlling.
Principal of management 9erobbins ppt05 lecture_3Malik Saif
The document discusses social responsibility and managerial ethics. It covers topics like different views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability ("greening"), the purpose of shared values in values-based management, and factors that influence ethical behavior like moral development, individual characteristics, organizational culture and more.
Organizational development (OD) is a planned, systematic process to increase organizational effectiveness. It involves diagnosing the entire organization and implementing changes from the top down. The OD process uses an empowering approach through facilitating vision, learning, and problem solving to collaboratively manage organizational culture. Key themes in OD include meeting employees' social and motivational needs to boost productivity, and rationalizing work processes to optimize output. Common OD interventions include team development, intergroup cooperation, system-wide performance improvements, and strategic transformations.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
Key concepts in Organizational Development Organizational Change and Develop...manumelwin
Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.
This chapter introduces management and organizations. It discusses who managers are, including different levels of managers. It explores what management is and what managers do, including their functions and roles. It examines what organizations are and how they are structured. It concludes by discussing why studying management is important, such as its universality and the rewards and challenges of being a manager.
Healthy organizations have several key characteristics that allow them to achieve long-term success, including effectively sharing goals with employees at all levels, fostering a collaborative teamwork culture, and maintaining high employee morale. They also offer training opportunities to develop employee skills, have good leadership that employees trust, and confront poor performance rather than ignoring issues. Finally, healthy organizations understand risks, can adapt to changes, maintain a clearly defined structure, and enforce well-known company policies.
Introduction to Organizational DevelopmentDr Anju Chawla
This document provides an introduction to organizational development (OD). It begins with the most comprehensive definition of OD by French and Bell, which describes it as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, problem-solving and culture. It emphasizes the importance of intact work teams. The definition stresses that OD focuses on processes and culture, encourages collaboration, views organizations as complex systems, and relies on an action research model. Successful OD requires the involvement of change agents who can facilitate collaboration to define and resolve problems. The document then discusses how to assess an organization's readiness for change and outlines the typical action research process involved in OD interventions.
This document provides an overview of Chapter 1 from the textbook "Management" by Stephen P. Robbins, Mary Coulter, and Nancy Langton. It introduces key topics about management and organizations that are covered in the chapter, including: who managers are and how they are classified; what management involves and the four main functions of planning, organizing, leading, and controlling; Henry Mintzberg's managerial roles and Katz's three essential skills for managers; the characteristics of organizations; and challenges currently facing managers like ethics, diversity, globalization, and e-business. The learning outline lists sub-topics within each of these sections that will be examined further in the chapter.
This document provides an overview of organizational development (OD) and organizational interventions (OI) presented by Narinder Sharma. It defines OD as a deliberately planned effort to increase an organization's relevance and viability. It discusses the meaning, objectives, assumptions, values, process and effectiveness of OD. It also defines OI as structured activities used by members of an organization to improve performance. Examples of interventions and assumptions of OI are presented.
This document discusses organizational effectiveness and defines it as the extent to which an organization achieves its goals using available resources. It provides definitions of effectiveness from several sources that view it as the degree to which predetermined goals are achieved. The document contrasts organizational effectiveness with efficiency, noting that effectiveness is broader and more difficult to measure while considering external factors like environmental interfaces and human aspects. Finally, it outlines factors that express organizational effectiveness like production, quality, and flexibility, and lists four main approaches to attaining or measuring effectiveness.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
Organizational culture refers to the shared values, norms, and behaviors within an organization. It is created by founders and key members and distinguishes one organization from others. Effectiveness means achieving intended outcomes. To improve effectiveness, organizations should align areas like reliability, speed, and quality. They should also improve adoption, build capabilities among staff, focus on customers and quality, and utilize technology. Leadership requires understanding strengths/weaknesses and balancing quality with costs.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Organizations must change to function better and survive in a competitive environment. Leaders identify undesirable situations and seek total system change by focusing on making organizations more efficient and responsive to customers. This requires changing how organizations are structured to emphasize faster response times, lower costs, and continuous learning. It also means better engaging employees through feedback, a sense of accomplishment, and increased efficiency.
Future of Organizational Development - Organizational Change and Development...manumelwin
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
This document provides an overview of the evolution of organization theory from the late 19th century to present day. It discusses early contributors like Adam Smith, the Industrial Revolution, and classical theorists like Taylor, Fayol, and Weber. It then covers the human relations movement sparked by the Hawthorne Studies, Douglas McGregor's Theory X and Theory Y, and the contingency approach. The document traces how organization theory has shifted from viewing organizations as closed rational systems to more open social systems and discusses the major frameworks and perspectives that have emerged over time to understand organizations.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
The Burke & Litwin Model is a causal model of organizational performance and change that distinguishes between transformational and transactional organizational dynamics. It provides a framework to assess 12 key organizational and environmental dimensions and how they should be causally linked to achieve changes in performance. The model suggests how internal and external factors can affect performance and proposes linkages to hypothesize organizational change.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
The document summarizes key concepts from the first chapter of a management textbook. It defines management and what managers do, including the four main functions of planning, organizing, leading, and controlling. It also discusses different types of managers, factors important to management like efficiency and effectiveness, and changing aspects of managers' roles like a focus on customers and innovation. Finally, it outlines why studying management is useful due to its universality in organizations and potential rewards and challenges of being a manager.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
The document discusses organizational behavior and management. It defines an organization as a group of people working together in a coordinated way to achieve common goals. Management is described as the process of planning, organizing, leading, and controlling resources to efficiently achieve organizational goals. The functions of management include planning, organizing, leading, and controlling. Organizational behavior studies how and why people behave in certain ways in organizational settings and how that impacts organizational performance. It draws from multiple disciplines including psychology, sociology, and management.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structures influence behavior within organizations to improve effectiveness. It discusses the importance of interpersonal skills in the workplace and identifies the manager's key functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes - and identifies common variables of interest like attitudes, stress, and organizational survival.
Introduction to Organizational DevelopmentDr Anju Chawla
This document provides an introduction to organizational development (OD). It begins with the most comprehensive definition of OD by French and Bell, which describes it as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, problem-solving and culture. It emphasizes the importance of intact work teams. The definition stresses that OD focuses on processes and culture, encourages collaboration, views organizations as complex systems, and relies on an action research model. Successful OD requires the involvement of change agents who can facilitate collaboration to define and resolve problems. The document then discusses how to assess an organization's readiness for change and outlines the typical action research process involved in OD interventions.
This document provides an overview of Chapter 1 from the textbook "Management" by Stephen P. Robbins, Mary Coulter, and Nancy Langton. It introduces key topics about management and organizations that are covered in the chapter, including: who managers are and how they are classified; what management involves and the four main functions of planning, organizing, leading, and controlling; Henry Mintzberg's managerial roles and Katz's three essential skills for managers; the characteristics of organizations; and challenges currently facing managers like ethics, diversity, globalization, and e-business. The learning outline lists sub-topics within each of these sections that will be examined further in the chapter.
This document provides an overview of organizational development (OD) and organizational interventions (OI) presented by Narinder Sharma. It defines OD as a deliberately planned effort to increase an organization's relevance and viability. It discusses the meaning, objectives, assumptions, values, process and effectiveness of OD. It also defines OI as structured activities used by members of an organization to improve performance. Examples of interventions and assumptions of OI are presented.
This document discusses organizational effectiveness and defines it as the extent to which an organization achieves its goals using available resources. It provides definitions of effectiveness from several sources that view it as the degree to which predetermined goals are achieved. The document contrasts organizational effectiveness with efficiency, noting that effectiveness is broader and more difficult to measure while considering external factors like environmental interfaces and human aspects. Finally, it outlines factors that express organizational effectiveness like production, quality, and flexibility, and lists four main approaches to attaining or measuring effectiveness.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
Organizational culture refers to the shared values, norms, and behaviors within an organization. It is created by founders and key members and distinguishes one organization from others. Effectiveness means achieving intended outcomes. To improve effectiveness, organizations should align areas like reliability, speed, and quality. They should also improve adoption, build capabilities among staff, focus on customers and quality, and utilize technology. Leadership requires understanding strengths/weaknesses and balancing quality with costs.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Organizations must change to function better and survive in a competitive environment. Leaders identify undesirable situations and seek total system change by focusing on making organizations more efficient and responsive to customers. This requires changing how organizations are structured to emphasize faster response times, lower costs, and continuous learning. It also means better engaging employees through feedback, a sense of accomplishment, and increased efficiency.
Future of Organizational Development - Organizational Change and Development...manumelwin
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
This document provides an overview of the evolution of organization theory from the late 19th century to present day. It discusses early contributors like Adam Smith, the Industrial Revolution, and classical theorists like Taylor, Fayol, and Weber. It then covers the human relations movement sparked by the Hawthorne Studies, Douglas McGregor's Theory X and Theory Y, and the contingency approach. The document traces how organization theory has shifted from viewing organizations as closed rational systems to more open social systems and discusses the major frameworks and perspectives that have emerged over time to understand organizations.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
The Burke & Litwin Model is a causal model of organizational performance and change that distinguishes between transformational and transactional organizational dynamics. It provides a framework to assess 12 key organizational and environmental dimensions and how they should be causally linked to achieve changes in performance. The model suggests how internal and external factors can affect performance and proposes linkages to hypothesize organizational change.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
The document summarizes key concepts from the first chapter of a management textbook. It defines management and what managers do, including the four main functions of planning, organizing, leading, and controlling. It also discusses different types of managers, factors important to management like efficiency and effectiveness, and changing aspects of managers' roles like a focus on customers and innovation. Finally, it outlines why studying management is useful due to its universality in organizations and potential rewards and challenges of being a manager.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
The document discusses organizational behavior and management. It defines an organization as a group of people working together in a coordinated way to achieve common goals. Management is described as the process of planning, organizing, leading, and controlling resources to efficiently achieve organizational goals. The functions of management include planning, organizing, leading, and controlling. Organizational behavior studies how and why people behave in certain ways in organizational settings and how that impacts organizational performance. It draws from multiple disciplines including psychology, sociology, and management.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structures influence behavior within organizations to improve effectiveness. It discusses the importance of interpersonal skills in the workplace and identifies the manager's key functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes - and identifies common variables of interest like attitudes, stress, and organizational survival.
This document provides an overview of key concepts in organizational behavior. It discusses what organizational behavior is and why it is important, how we learn about it, what organizations are like as work settings, the nature of managerial work, and how ethics influence behavior in organizations. Specifically, it covers dimensions of individual and group behavior in organizations, shifting workplace paradigms, the importance of diversity and learning, scientific foundations, purposes and resources of organizations, managerial roles and skills, and ethical dilemmas in the workplace.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
Organizational behavior studies how individuals, groups, and structure influence workplace behavior and aims to improve organizational effectiveness. It draws from psychology, sociology, anthropology, and other disciplines to systematically examine relationships between variables and inform evidence-based management. While no absolutes apply, OB concepts address challenges like managing diversity, stimulating innovation, and improving ethics.
The document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB include describing, understanding, predicting, and controlling human behavior in organizations. Key forces that influence organizational behavior include people, structure, technology, and the external environment. Effective OB helps improve organizational performance and effectiveness.
Reengineering: A complete rethinking and redesign of business processes to increase efficiency, quality, innovation, or responsiveness to customers.
Restructuring: Altering an organization’s structure (e.g., by eliminating a department) to streamline the organization’s operations and reduce costs.
Outsourcing: Acquiring goods or services from sources outside the organization.
Freelancers: Independent individuals who contract with an organization to perform specific services.
The document provides an introduction to organizational behavior. It defines organizational behavior as the study of what people think, feel, and do in and around organizations. The key purposes of studying organizational behavior are to understand organizational events, predict organizational events, and influence organizational events. Organizational behavior draws from multiple disciplines including psychology, sociology, anthropology, and political science. Contingency is also important in organizational behavior as the relationships between variables can depend on situational factors.
This chapter provides an overview of management and organizations. It defines management as coordinating work activities to achieve organizational goals efficiently and effectively. Managers perform key functions like planning, organizing, leading, and controlling. They take on roles that are interpersonal, informational, and decisional. Strong management skills include technical abilities, managing people, and conceptual thinking. Organizations are systems that take various inputs and transform them to produce outputs. The chapter examines management topics like levels of managers, efficiency vs effectiveness, and managing in different situations. It explains why studying management is universally important for work and provides both challenges and rewards for managers.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document provides an overview of organizational behavior (OB). It defines OB as the field that studies how individuals, groups, and structure impact behavior in organizations. The key points are:
- OB draws from various behavioral sciences like psychology, sociology, and anthropology. It aims to improve organizational effectiveness.
- There are three levels of analysis in OB - individual, group, and organizational system levels. Independent variables can operate at any of these levels to impact dependent variables like productivity, turnover, and job satisfaction.
- Managers face challenges relating to economic pressures, globalization, and workforce diversity that OB can help address through understanding topics like stress, decision-making, and cultural differences.
Organizational behavior is the study of how individuals, groups, and structures behave within organizations. It draws from multiple disciplines including psychology, sociology, anthropology, and social psychology. There are few absolutes in OB as relationships between variables can change based on situational factors. Managers play important roles in planning, organizing, leading, and controlling organizations. Effective managers have strong interpersonal skills in addition to technical skills. OB provides frameworks to analyze behavior at the individual, group, and organizational levels to improve organizational effectiveness.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
This document provides an overview and introduction to organizational behavior (OB). It discusses what OB is, why it is studied, and the basic OB model. It also covers key topics in OB like diversity, personality, emotions, and skills required for managerial effectiveness. The basic OB model shows inputs, processes, and outcomes at the individual, group, and organizational levels. Dependent variables in OB include productivity, effectiveness, efficiency, absenteeism, turnover, job satisfaction, and organizational citizenship behavior.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
This document discusses various aspects of organizational behavior. It defines organizational behavior as observing individual and group behavior in response to others. It identifies three levels of organizational behavior - individual, group, and organizational. There are two fundamental components that influence organizational behavior: the nature of people and the nature of the organization. Key aspects that influence organizational behavior are people, structure, interactive behavior, social systems, technology, and the environment.
The document discusses organizational behavior and provides definitions, goals, and key concepts of the field. It covers:
- Definitions of organizational behavior as the study of how individuals and groups act in organizations.
- Goals of organizational behavior as describing, understanding, predicting, and influencing human behavior in organizations.
- Key influences on organizational behavior including people, structure, technology, and the external environment.
This chapter introduces key concepts of management and organizations. It defines management as the process of getting work done through others efficiently and effectively. The chapter outlines the four primary processes of management: planning, organizing, leading, and controlling. It differentiates between managers and operative employees and describes the three levels of managers. The chapter also discusses classical contributions to management theory, including scientific management pioneers like Taylor and administrative management theorists like Fayol and Weber.
This chapter discusses key concepts in management and organizations. It defines management and explains the importance of efficiency and effectiveness. It describes the four main functions of management as planning, organizing, leading, and controlling. It also discusses different managerial roles and skills needed at various levels. The chapter explores how organizations are defined and how the concept is changing. It emphasizes the universal need for management and discusses rewards and challenges of being a manager.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
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Building Your Employer Brand with Social MediaLuanWise
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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2. Chapter Study Questions
What is organizational behavior and why is it
important?
What are organizations like as work settings?
What is the nature of management and
leadership in organizations?
How do we learn about organizational
behavior?
1-2
3. What is organizational behavior and why is
it important?
Organizational behavior
Study of human behavior in organizations.
An interdisciplinary field devoted to understanding
individual and group behavior, interpersonal processes,
and organizational dynamics.
1-3
4. What is organizational behavior and why is
it important?
Scientific methods models
Simplified views of reality that attempt to identify major factors and
forces underlying real-world phenomena.
Link presumed causes of events (independent variables) with
outcomes (dependent variables).
1-4
6. What is organizational behavior and why is
it important?
Scientific thinking is important to OB:
The process of data collection is controlled and systematic.
Proposed explanations are carefully tested.
Only explanations that can be rigorously verified are accepted.
1-6
7. What is organizational behavior and why is
it important?
Contingency thinking
Seeks ways to meet the needs of different management situations.
Recognizes responses to solutions must be crafted to best fit the
circumstances and people involved.
1-7
8. What is organizational behavior and why is it
important?
Evidenced-based management
Uses hard facts and empirical evidence to make decisions.
Evidence-based thinking manifests itself through a contingency
approach which researchers identify how different situations can best
be understood and handled.
1-8
9. What is organizational behavior and why is it
important?
Modern workplace trends
Commitment to ethical behavior.
Broader views of leadership.
Emphasis in human capital and teamwork.
Demise of command-and-control.
Influence of technology.
Respect for new workforce expectations.
Changing concept of careers.
Concern for sustainability.
1-9
10. What are organizations like as work
settings?
Organization
A collection of people working together to achieve a common
purpose.
1-10
11. What are organizations like as work
settings?
Organizational culture
A shared set of beliefs and values within an organization.
According to Meg Whitman, former eBay CEO,
it is the “character” of the organization.
Organizational “fit” matches organizational
culture and individual characteristics.
1-11
12. What are organizations like as work
settings?
Organizational climate
Represents shared perceptions of members regarding what the
organization is like in terms of formal and informal management
policies and practices.
1-12
13. What are organizations like as work
settings
Open systems
Obtain resource inputs from the environment and transform human
and material resource inputs into finished goods or services.
1-13
15. What are organizations like a work setting?
Value Chain
Sequence of activities that results in the creation of good and services
of value to customers.
1-15
16. What are organizations like as work
settings?
Stakeholders
People, groups, and institutions that are affected by and thus have an
interest or “stake” in an organization’s performance.
1-16
17. What are organizations like as work
settings?
Workforce diversity
Presence of Individual differences based on gender, race and
ethnicity, age, able-bodiedness, and sexual orientation.
1-17
18. What are organizations like as work
settings?
Multiculturalism
Refers to pluralism and respect for diversity in the
workplace.
Inclusion
The degree to which an organization's culture respects
and values diversity.
1-18
19. What is the nature of management and
leadership in organizations?
Manager
Someone whose job it is to directly support the work
efforts of others.
Effective manager
Helps others achieve high levels of both
performance and satisfactions..
1-19
20. What is the nature of management and
leadership in organizations?
Task performance
Quality and quantity of the work produced or
the services provided by an individual, team,
or work unit, or organization as a whole.
Job satisfaction
Indicates how people feel about their work
and the work setting.
1-20
21. What is the nature of management and
leadership in organizations?
The management process.
Planning
Organizing
Leading
Controlling
1-21
24. What is the nature of management and
leadership in organizations?
Managerial skills and competencies
Skill
An ability to translate knowledge into action that results in a desired
performance.
1-24
25. What is the nature of management and
leadership in organizations?
Technical skill
› Ability to perform specialized tasks.
Human skill
› Ability to work well with other people.
Conceptual skill
› Ability to analyze and solve complex problems..
1-25
26. What is the nature of management and
leadership in organizations?
Emotional intelligence
› Ability to understand and manage emotions both personally and in relationships
with others.
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
1-26
27. What is the nature of management and
leadership in organizations?
Ethical Management – includes ethics in decision-making.
Immoral manager
Amoral manager
Moral manager
Practices ethics mindfulness.
1-27
28. Figure 1.5 Moral Leadership, ethics mindfulness,
and the virtuous shift
1-28
29. How do we learn about organizational
behavior?
Learning
An enduring change in behavior that results from experience.
1-29
30. How do we learn about organizational
behavior?
Life-long learning
Continuous learning from day-to-day experiences.
1-30
OB is a scholarly discipline devoted to scientific understanding of individuals and groups in organizations and of the performance implications of organizational processes, systems, and structures.
It is also a science, because it uses scientific research methods. It draws its knowledge base from a variety of the behavioral and social sciences. These include psychology, sociology, anthropology, political science and economics. OB integrates and applies this knowledge to real world problems.
The ultimate goal of OB is to improve the performance of people, groups, and organizations, and to improve the quality of work life overall.
OB scholars often propose and test through scientific methods models. They use these models to study theories of human behavior in organizations.
Common scientific research methods in organizational behavior.
The science of OB focuses on applications that can make a real difference in how organizations and people in them perform.
Although it is relatively easy to conclude that what works well in one culture may not work as well in another, it is much harder to specify exactly how cultural differences affect things like motivation, job satisfaction, leadership style, negotiating tendencies, and ethical behavior.
Fortunately, OB now rich with empirically based insights into cross cultural issues.
The environment of change in which we now live and work calls for lots of learning and continuous attention. The field of OB recognizes these trends in what people expect and value in terms of human behavior in organizations.
This definition describes everything from clubs, voluntary organizations, and religious bodies, to entities such as small and large businesses, schools, hospitals, and government agencies.
Organizational cultures influence the way we feel and act in organizations. In cultures that are more authoritarian and hierarchical, people are hesitant to make decisions and take action on their own, so they tend to show little initiative and wait for approval.
In other cultures, people can be extremely competitive and aggressive in the quest for performance results and rewards.
And, still other cultures are know for their emphasis on speed and agility in dealing with markets and environments, and in generating new ideas and innovations.
As for organizational fit, people who find a good fit tend to experience confidence and satisfaction in their work. Those who find themselves in a bad fit may be more prone to withdraw, experience work stress, and even become angry and aggressive due to dissatisfaction.
In some organizational climates, relations among managers and employees are relaxed and informal, with lots of free-flowing communication. In other climates, managers act distant from employees and emphasize formal work procedures and interactions, with more structured and restricted communication.
If everything works right, suppliers value the organization as their customer and continue to provide needed resources, employees value their work and infuse the transformation processes with their energies and intellects, and customers and clients value the organization’s outputs enough to create a continuing demand for them.
Organizations are open systems that create value while interacting with their environments. This cycle is called a value chain.
Begins with the acquisition of inputs continues through their transformation into product outputs, and ends when customers and clients are well served. When the value chain is well managed, the organization is able to sustain operations and, hopefully, prosper over the long run. When the value chain breaks down due to input problems, transformation problems, or output problems, an organization’s performance suffers and its livelihood may be may be threatened.
It is common in OB to recognize customers, owners, employees, suppliers, regulators, local communities, and future generation among the key stakeholders of organizations.
Consultant R. Roosevelt Thomas makes the point positive organizational cultures tap the talents, ideas, and creative potential of all members.
Multiculturalism is an attribute of organizations. It emphasizes pluralism, and genuine respect for diversity and individual differences.
A key element in any organization that embraces multiculturalism is inclusivity – the degree to which the culture embraces diversity and is open to anyone who can perform a job, regardless of their diversity attributes.
Being a manager is a unique challenge with responsibilities that link closely with the field of organizational behavior. At the heart of the matter managers help other people get important things done in timely, high-quality, and personally satisfying ways.
In today’s work environment, this is accomplished more through helping and supporting than through traditional notions of directing and controlling. The word manager is increasingly being replaced by in conversations by such terms as coordinator, coach or team leader.
The definition of an effective manager focuses attention on two key outcomes, or dependent variables that are important to OB. They are task performance and job satisfaction.
Managers should be held accountable for both results.
Task performance speaks for itself. Taking care of job satisfaction today can be considered an investment in tomorrow’s performance potential.
Planning – defining goals, setting specific performance objectives, and identifying the actions needed to achieve them.
Organizing – creating work structures and systems, and arranging resources to accomplish the goals and objectives.
Leading – instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations.
Controlling – ensuring that things go well by monitoring performance and taking corrective action as necessary.
The management process of planning , organizing, leading and controlling
Based on Henry Mintzberg’s classic study on the ten key roles of effective managers.
Robert Katz divides the essential managerial skills into three categories: technical, human, and conceptual.The relative importance of these skills varies across the different levels of management.
Technical skill is an ability to perform specialized tasks using knowledge or expertise gained from education or experience.
Human skills are central to all aspects of managerial work and team leadership. A person with good human skills have a high degree of self-awareness and a capacity for understanding or empathizing with the feelings of others. People with this skill are able to interact well with others, engage in persuasive communications and deal successfully with disagreements and conflicts.
In addition to technical and human skills managers should be able to view the organization or situation as a whole so that problems are always solved for the benefit of everyone concerned. Conceptual skills involve the ability to see and understand how systems work and how their parts are interrelated, including human dynamics. Conceptual skill is used to identify problems and opportunities, gather and interpret relevant information and make good problem-solving decisions.
Self-awareness – ability to understand your moods and emotions.
Self-regulation – ability to think before acting and control bad impulses.
Motivation – ability to work hard and persevere.
Empathy – ability to understand the emotions of others.
Social skill – ability to gain rapport with others and build good relationships.
Human skills in emotional intelligence and interpersonal relationships are essential to managerial success in managerial activities and roles. Managers and team leaders need to develop, maintain, and work well with a variety of people, both inside and outside the organization. This can be done through task networks, social networks or career networks. This, in turn, helps with building social capital.
Social capital is a capacity to get things done due to relationships with other people.
An immoral manager chooses to behave unethically. She or he doesn’t subscribe to any ethical principles. An opportunity may be exploited for purely personal or business gain (i.e. Bernard Madoff).
The amoral manager acts unethically at times but does so unintentionally. The manager fails to consider the ethics of a decision or behavior.
The moral manager incorporates ethics principles and goals into his or her personal behavior. Ethical behavior is a goal, a standard, and even a matter of routine; ethical reasoning is part of every decision, not just an occasional afterthought.
Ethics mindfulness is an enriched awareness that causes one to behave with an ethical consciousness from one decision or behavioral event to another.
Moral leadership, ethics mindfulness, and the virtuous shift. Taken from Strategic Leadership of Ethical Behavior in Businesses.
Today’s knowledge-based world places a great premium on learning. Learners will have the ability to keep pace and succeed in a high-tech, global, and constantly changing environment.
Experience is found in work events and activities, conversations with colleagues and friends, counseling and advice provided by mentors, success models, training seminars and workshops, and other daily opportunities.
Life-long learning will in many respects be a key to personal and career success.
Figure shows how the content and activities of the typical OB course can fit together in an experiential learning cycle.
Experiential learning cycle: Experience > Reflection > Theory > Practice.