Managerial Roles in the Organization - “A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.” “Understand, predict and manage human behavior in organizations” Figurehead Symbolic head; Required to perform a number of routine duties of a legal or social nature. For Example: Leader Responsible for the motivation and direction of employees For example Liaison Maintains a network of outside contacts who provides favors and information For Example Monitor Receives a wide variety of information; serves as a nerve center of internal and external information of the organization For Example Disseminator Transmit information received from outsiders/employees to members of the organization For Example Spokesperson Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry

1. Organizational
Behavior &
Managerial Roles

2. Organization Behavior
“A field of study that investigates the
impact that individuals, groups and
structures have on behavior within
organization, for the purpose of
applying such knowledge toward
improving organization effectiveness.”
“Understand, predict and manage
human behavior in organizations”

3. Disciplines that contribute to the OB field
Organizational
Behavior
Psychology
Anthropolo
gy
Sociology
Social
Psychology

4. Who Are Managers?
Where Do They Work?
Managers
“An individual who achieve goals through other people”
Organization:
“A deliberate arrangement of people brought together to
accomplish a specific & common purpose”

5. Management Functions
• Monitor
• Correct
• Motivate.
• Direct
• What?
• Who?
• How?
• Define goals
/Strategies
Plan Organize
LeadControl

6. Management Roles
Interpersonal Roles
Figurehead
Symbolic head; Required to perform a number of routine duties of a leg
al or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and inform
ation
For Example

7. Management Roles Continued..
Informational Roles
Monitor
Receives a wide variety of information; serves as a nerve center of in
ternal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members
of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,act
ions and results; serves as expert on organization industry
For Example

8. Management Roles Continued..
Decisional Roles
Entrepreneur
Searches organization and environment for opportunities and initiates pr
ojects to bring about change
For Example
Disturbance Handler
Responsible for corrective action when organization faces important un
expected disturbances
For Example
Resource Allocator
Makes or approves significant organizational decisions
For Example
Negotiator
Responsible for representing the organization at major negotiations
For Example

9. Management Skills
Robert Katz and others describe three critical skills in managing
Conceptual Skills
Used to analyze complex situations
For Example
Human Skills
Used to communicate, motivate, mentor and delegate
For Example
Technical Skills
Based on specialized knowledge required for work
For Example

10. Something Fun to do…

11. Challenges & Opportunities for OB
Responding to Economic
pressures
Responding to Globalization
Managing workforce diversity
Improving Customer Service
Improving people skills
Working in networked organization
Enhancing employee well being
Creating a positive environment
Improving ethical behavior

12. Developing an OB model
An overview
Model:
A simplified representation of some real world phenomenon-an abstraction fr
om reality
Input:
Variables that lead to processes
Processes:
Actions that individuals, group and organizations engage in as a result of inp
uts and that lead to certain outcomes
Outcome:
Key factors that are affected by some variables

13. Inputs
Diversity
Personality
Values
Group structure
Group roles
Team Responsibilities
Structure
Culture
Processes
Emotions and moods
Motivation
Perception
Decision making
Communication
Leadership
Power and politics
Conflict resolution
HRM
Change practices
Outputs
Attitudes and stress
Task performance
Citizenship behavior
Withdrawal behavior
Group cohesion
Group functioning
Productivity
Survival

16. Diversity
Definition
“the condition of having or being composed of differing
elements, people or qualities” –Merriam-Webster

17. Levels of diversity
Surface-level diversity:
Differences in easily perceived characteristics such as gender, race,
ethnicity, age or disability that do not necessarily reflect the ways pe
ople think or feel but that may activate stereotypes.
Deep-level Diversity:
Differences in values, personality and work references that become
progressively more important to determine similarity as people get
to know one another

18. Biographical Characteristics
Age
Gender
Race and ethnicity
Disability
Religion
Cultural identity