Managers achieve organizational goals through directing the activities of others. They perform functions like planning, organizing, controlling and directing. Managers work in organizations, which are social units composed of multiple people working together to achieve common goals. Organizational behavior is the study of how individuals and groups act in organizations and how their behaviors impact organizational effectiveness. It draws from disciplines like psychology, sociology, and anthropology. Models of OB include autocratic, custodial, supportive, collegial, and system models that differ in their focus on factors like power, resources, leadership, teamwork and trust. Common dependent variables studied in OB are productivity, absenteeism, turnover, job satisfaction and organizational citizenship behaviors. Independent variables can exist

1. MOMISHA M S

3. What Managers Do?
Manager: Individuals who achieve goals
through other people.
Managerial Activities:
•Make decisions
•Allocate resources
•Direct activities of
others to attain goals

4. Where Managers Work?
Organization : A consciously coordinated
social unit, composed of two or more people,
that function on a relatively continuous basis
to achieve a common goal or a set of goals.

5. Management Functions:
Planning Organising
Controlling Directing

6. Planning : A process that includes defining
goals, establishing strategy and developing
plans to coordinate activities.

7. Organising : Determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom and where
decisions are to be made.

8. Controlling : Monitoring activities to ensure
they are being accomplished as planned and
correcting any significant deviations.

9. Directing : A function that includes motivating
employees, directing others, selecting the
most effective communication channels, and
resolving conflicts.

10. Mintzberg’s Managerial Roles:

12. Management Skills:
Technical skills:
The ability to apply
specialized knowledge or
expertise.
Human skills:
The ability to work with,
understand, and motivate
other people, both
individually and in groups.
Conceptual skills:
The mental ability to
analyse and diagnose
complex situation.

13. Organizational Behavior:
Organizational behavior is a field of study that
investigates the impact that individuals, groups
and structures have on behavior within
organizations for the purpose of applying such
knowledge towards improving an organization's
effectiveness. – Stephen P Robbins
OB can play a major role in organizational
development, enhancing organizational
performance, as well as individual and group
performance/satisfaction/commitment.

14. Fred Luthans: OB is the understanding,
prediction and management of human
behaviour in organization.
OB focuses on improving productivity,
reducing absenteeism and turnover, and
increasing employee job satisfaction and
organizational commitment.

15. The Layers of OB
The
individual
Motivating self
and others
1.Emotions
2. Values and
attitudes
3. Perception
4. Personality
The Group
Power and
Politics
1. Negotiation
2.Conflicts
3. Communications
4. Groups and Teams
The
Organization
1. Change
2. Organisational
Culture
3. Decision making
4. Leadership

16. Challenges Facing in the Workplace
Workplace
Organizational Level
•
Productivity
•
Developing effective employees•
Global competition•
• Managing in the global village
Group Level
• Working with others
• Workforce diversity
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically

17. Contributing Disciplines to the OB
Psychology:
The science that seeks to measure, explain, and
sometimes change the behavior of humans and
other animals.

18. Sociology:
The study of people in relation to their fellow
human beings (study of group behavior).

19. Social Psychology:
An area within psychology that blends concepts
from psychology and sociology and focuses on the
influence of people on one another.

20. Anthropology:
The study of human beings and their activities
(particularly its culture). How human race adjusts
itself to the environment.

21. Political Science:
The study of the behaviour of individuals and
groups within a political environment.

22. Challenges and Opportunities for OB
• The workplace contains a wide mix of cultures,
races, ethnic groups, genders and ages.
• Employees have to learn to cope with rapid
change due to global competition.
• Corporate loyalty has decreased due to
corporate downsizing and use of temporary
workers.
• Managers can benefit from OB theory and
concepts.
• Responding to Globalization

23. • Managing Workforce Diversity
• Improving People Skills
• Empowering People
• Stimulation, Innovation and Change
• Helping Employees Balance Work - Life
Conflicts
• Improving Ethical Behavior

24. • Improving Quality and Productivity
• Responding to the Labor Shortage
• Improving Customer Service and building
a customer-responsive culture
• Creating a positive work environment
• Focus is on employee strengths, not their
weaknesses.

25. Five Models of OB
1. Autocratic model
2. Custodial model
3. Supportive model
4. Collegial model
5. System mode

26. Autocratic model
In this model we can find that this model relies
on power. Managers have the ability, authority
to control their employees and the employee’s
performance in this stage will be much lower
than expected.

27. • Depends on power
• Managerial orientation is authority
• Employee orientation is obedience
• Employee psychological result depends on
boss
• Employee needs met is subsistence
• Performance result is minimum

28. Custodial model
• This model usually depends on economic
resources (money). Managers can simulate
their employees by offering them facilities and
benefits, but the employee’s won’t work as a
team (Less sharing with others)

29. • Depends on economical resource
• Managerial orientation is money
• Employee orientation is security and benefit
• Employee psychological result depends on
organization
• Employee needs met is security
• Performance result is passive cooperation

30. Supportive model
• This model relies on leadership. Managers
support their employees by encouraging and
supporting them to perform a better job and
as well as developing their skills.

31. • Depends on leadership
• Managerial orientation is support
• Employee orientation is job and performance
• Employee psychological result is participation
• Employee needs met is status and recognition
• Performance result is awakened drives

32. Collegial model
This model means that employees depend on
each other co-operatively and work as a team to
do the task.

33. • Depends on partnership
• Managerial orientation is teamwork
• Employee orientation is responsible behavior
• Employee psychological result is self discipline
• Employee needs met is self actualization
• Performance result is moderate enthusiasm

34. System model
This model is based on trust, self-motivation,
and the performance results will be more than
expected.

35. • Depends on trust, community, understanding
• Managerial orientation is caring, compassion
• Employee orientation is psychological
ownership
• Employee psychological result is self
motivation
• Employee needs met is wide range
• Performance result is passion, commitment,
organization goal

36. Basic OB Model
Model
An abstraction of reality. Conversion of theory
in to practical application with the help of tools.
A simplified representation of some real-world
phenomenon.

37.  Dependent variable:
A response that is affected by an
independent variable.
y
x

38. • Productivity : A
performance measure
that includes
effectiveness and
efficiency.
• Effectiveness :
Achievement of goals.
• Efficiency : Meeting
goals at a low cost.

39. • Absenteeism : The failure
to report to work.
• Turnover : The voluntary and involuntary
permanent withdrawal from
an organization.

40. • Organizational citizenship
behavior (OCB):
Discretionary behavior that is
not part of an employee’s
formal job requirements, but
that nevertheless promotes
the effective functioning of the
organization.

41. • Job satisfaction:
A general attitude (not a behavior)
toward one’s job; a positive feeling of
one's job resulting from an evaluation of
its characteristics.

42. The Independent Variables
The presumed cause of some
change in the dependent variable; major
determinants of a dependent variable.
Independent
Variables Can Be
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables