Management and organizational development - Azzarina Zakaria (Dr.), Arshad Ayub Graduate Business School (AAGBS), Universiti Teknologi Mara (UiTM)

1. Young Executive
Management
Programme:
Management and
organizational
development
Presenter: Azzarina Zakaria (Dr.)
Arshad Ayub Graduate Business School (AAGBS)
Universiti Teknologi Mara (UiTM)

2. Course objectives
• To provide the knowledge of the patterns of
organizational behavior that will enable you to
act intentionally, not merely act
• To foster the specific skills you need to
develop in order to shape and direct your
organization

3. Course Content
• Introduction to Organizational Behavior
• Individual Behavior and Processes
• Personality, Perception, Emotion, Motivation & Job
Satisfaction
• Team Processes
• Teamwork in Organization
• Organizational Processes
• Leadership, Communication, Decision Making, Organizational
Culture, Power and Conflict, Managerial Ethics
• Question & Answer Session

4. Introduction to
Organizational
Behavior

5. Introduction to
Organizational Behavior
• What is Organizational Behavior?
• Study of human behavior in organizations.
• An interdisciplinary field devoted to understanding individual and
group behavior, interpersonal processes, and organizational
dynamics.
• Why is it important?
• Understand, influence and predict organizational events
OB is a
knowledge base
OB is a
knowledge base
that helps people
work together
that helps people
work together
to improve the
performance of
organizations
to improve the
performance of
organizations

6. Introduction to
Organizational Behavior
• Contemporary Challenges for Organizations
• Commitment to ethical behavior
• Broader views of leadership – shared leadership
• Emphasis in human capital and teamwork
• Demise of command-and-control – participatory work settings
• Influence of technology – virtual work
• Respect for new workforce expectations – Y and Millennial
• Changing concept of careers – independent vs. traditional full
time

7. Individual Behavior
and Processes :
Personality

8. Individual Behavior and Processes :
Personality
• Definition:
• Combination of characteristics that capture the
unique nature of a person as that person reacts
to and interacts with others

9. Individual Behavior and Processes :
Personality
Model of Personality : Big 5 Personality Traits
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
AgreeablenessAgreeablenessAgreeablenessAgreeableness
NeuroticismNeuroticismNeuroticismNeuroticism
Openness to ExperienceOpenness to ExperienceOpenness to ExperienceOpenness to Experience
ExtroversionExtroversionExtroversionExtroversion

10. Individual Behavior and Processes :
Values
• Definition : A person’s sense of right & wrong
• Types:
• Terminal values
• A person’s preferences concerning ‘ends’ to be
achieved – a comfortable & prosperous life
• Instrumental values
• A person’s beliefs about the means to achieve
the desired end

11. Individual Behavior and Processes :
Values
Schwart’z Values Model

13. Individual Behavior and Processes :
Cultural values
• Culture : The learned and shared way of
thinking and acting among a group of people
or society
• Hofstede’s dimensions of national culture

14. Activity 1:
Group discussion

15. Individual
Behavior and
Processes :
PERCEPTION

16. Individual Behavior and Processes :
Perception
• Definition : The process through which people
receive & interpret information from the
environment
• Process:

17. • Influencing factors
• The perceiver, the setting, the perceived
• Common perceptual distortions
• Stereotypes, halo effects, self-fulling
prophecies, primacy effect, recency effect
Individual Behavior and Processes :
Perception

18. Individual Behavior and Processes :
Perception

19. Individual
Behavior and
Processes :
emotions

20. • Definition: Strong positive or negative feeling
directed toward someone or something
• Types of emotions
• Self-conscious emotions (internal)
• Eg: Guilt
• Social emotions (external)
• Eg: Jealousy
Individual Behavior and Processes :
Emotions

21. Individual Behavior and Processes :
Emotions
• Emotions and behavior
• Emotion and mood contagion
• Emotional dissonance
• Emotions management
• Emotional intelligence
• Ability to understand emotions in ourselves and
others and to use that understanding to manage
relationships effectively

22. Individual Behavior and Processes :
Emotions
Emotional intelligence competencies

23. Activity 2: Case study

25. Individual Behavior
and Processes :
motivation and
job satisfaction

26. Individual Behavior and Processes :
Motivation & Job Satisfaction
• Definition: Forces within an individual that
account for the level, direction and persistence
of effort expended at work
• Theories
• Content theories (needs)
• Process theories (process)

27. • Hierarchy of Needs
Theory
• Two-Factor Theory
Individual Behavior and Processes :
Motivation & Job Satisfaction
Content theories

28. • Equity Theory • Expectancy Theory
Individual Behavior and Processes :
Motivation & Job Satisfaction

29. Model of individual motivation to work
Individual Behavior and Processes :
Motivation & Job Satisfaction

30. Activity 3:
Group discussion and
presentation

31. Team Processes :
team in
organization

32. • Definition: Group of people brought together
to use their complementary skills to achieve a
common purpose for which they are
collectively accountable
• Team development process
Team Processes :
Team in Organization

33. Team effectiveness model
•Task characteristics
•Team size
•Team composition
Team Design
• Accomplish tasks
• Satisfy member
needs
• Maintain team
survival
Team
Effectiveness
• Team development
• Team norms
• Team cohesiveness
• Team trust
Team Processes
Organizational
and Team
Environment
Team Processes :
Team in Organization

34. • Constraints on team decision making
• Time constraints
• Evaluation apprehension
• Pressure to conform
• Groupthink
Team Processes :
Team in Organization

35. Activity 4:
Group discussion

37. Organizational
Processes :
leadership

38. • “Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution everybody
can understand.”
• - Colin Powell
Organizational Processes :
Leadership

39. • Manager vs Leader
• Managerial positions ?
• Leadership and work performance
• Fiedler’s leadership contingency view
Organizational Processes :
Leadership

40. Organizational
Processes :
Leadership
• Hersey & Blanchard
situational leadership
• Readiness of the
followers

41. Transformational
leadership
• Contingent rewards
• Active management by
exception
• Passive management by
exception
• Laissez-faire
Transactional
leadership
• Charisma
• Inspiration
• Intellectual stimulation
• Individualized
consideration
Organizational Processes :
Leadership

42. Activity 5: Exercise

43. Organizational
Processes :
communication

44. • Communication process
Organizational Processes :
Communication

45. Activity 6: Exercise

47. organizational
Processes :
decision making

48. • Types of decisions
• Programmed decision
• Non-programmed decision
• Decision environments
• Certain environments (systematic thinking)
• Risk environments (systematic thinking &
intuitive thinking)
• Uncertain environments (intuitive thinking)
Organizational Processes :
Decision Making

49. • Decision making process
Organizational Processes :
Decision Making

50. • Judgmental heuristics (rules of thumb)
• Availability heuristic
• Representative heuristic
• Anchoring and adjustment heuristic
Organizational Processes :
Decision Making

51. Organizational
Processes :
organizational
culture

52. • Definition: The system of shared actions,
values and beliefs that develops within an
organization and guides the behavior of its
members
• Functions of organizational culture
• External adaptation
• Internal integration
Organizational Processes :
Organizational Culture

53. • Elements of organizational culture
• Subcultures
• Countercultures
• Artifacts of organizational culture
• Physical structure
• Language
• Rituals and ceremonies
• Organizational stories and legends
Organizational Processes :
Organizational Culture

54. Activity 7:
Group discussion

55. Organizational
Processes :
power &
Conflict

56. • Definition: Ability to get someone else to do
something you want done
• Sources of power
• Position power
• Personal power
• Power vs Influence (coalition formation,
impression management, ingratiation)
• Organizational politics
• Organizational governance
Organizational Processes :
Power

57. • Types of conflicts
• Substantive conflict
• Emotional conflict
• Levels of conflicts
• Interpersonal
• Intrapersonal
• Intergroup
• Inter-organizational
Organizational Processes :
Conflict

58. • Conflict-Handling Styles
Organizational Processes :
Conflict

59. Activity 8:
Self-assessment

60. Organizational
Processes :
managerial
ethics

61. • Definition: The code of moral principles and values
that govern the behaviors of a person or group
with respect to what is right or wrong
• Roles of manager:
• Immoral; amoral; moral manager
• Three ethical principles
• Utilitarian (greatest number of people)
• Individual rights (everyone has entitlements)
• Distributive justice (Similar to each other, receive
similar benefits)
Organizational Processes :
Managerial Ethics

62. • Factors that affect ethical behavior
• Stage of moral development (pre-conventional,
conventional & principled)
• Individual characteristics (locus of control)
• Structural factors (policies)
• Organizational culture
• Issue intensity (how important an issue is)
Organizational Processes :
Managerial Ethics

63. • Three pillars of an ethical organization
Organizational Processes :
Managerial Ethics