organizational behavior
,
where managers work
,
management functions
,
mintzberg’s managerial roles
,
challenges and opportunities for ob
,
a downside to empowerment
,
the dependent variables
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Define conflict and conflict behavior in organizations
Distinguish between functional and dysfunctional conflict
Understand different levels and types of conflict in organizations
Analyze conflict episodes and the linkages among them
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
,
capital budgeting
,
concept of capital budgeting
,
the capital budgeting process
,
significance of capital budgeting
,
classification of investment project proposals
,
techniques of capital budgeting
,
types of project
basic organization of computer
,
input unit
,
output unit
,
storage unit
,
arithmetic logic unit (alu)
,
computer codes
,
computer for organization
,
business communication
,
payroll system
,
management information system
operating system
,
os
,
what is an os?
,
types of os
,
logical architecture of a computer system
,
basic task perform by os
,
task switching
,
utility software
,
main functions of an os
,
ddata communications and computer networks
,
basic elements of a communication system
,
coaxial cable
,
star network
,
data transmission media
,
ring network
,
hybrid network
,
completely connected network
,
multi-access bus network
,
network linking devices
,
network interface card (nic)
International Business basic concept of international business
,
approaches to international business/ modes of ent
,
barriers to international business
,
absolute advantage and comparative advantage
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
3. Where Managers Work
Organization
A consciously coordinated social unit, composed of two or
more people, that functions on a relatively continuous basis to
achieve a common goal or set of goals.
7. Management Functions (cont’d)
Leading
A function that includes motivating employees, directing
others, selecting the most effective communication channels,
and resolving conflicts.
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 analyze and diagnose complex
situations.
13. Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communication
• Exchanging routine information and processing
paperwork
3. Human resource management
• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
• Socializing, politicking, and interacting with others
15. Enter Organizational Behavior
Organizational behavior (OB)
A field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations,
for the purpose of applying such knowledge toward improving
an organization’s effectiveness.
16. Complementing Intuition with
Systematic Study
Systematic study
Looking at relationships, attempting to attribute causes and
effects, and drawing conclusions based on scientific
evidence.
Provides a means to predict behaviors.
Intuition
“Gut” feelings about “why I do what I do” and “what makes
others tick”.
17.
18. Contributing Disciplines to the
OB Field
E X H I B I T 1–3 (cont’d)
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.
19. Contributing Disciplines to the
OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
Sociology
The study of people in relation to their fellow human beings.
20. Contributing Disciplines to the OB
Field (cont’d)
E X H I B I T 1–3 (cont’d)
Social Psychology
An area within psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one
another.
21. Contributing Disciplines to the OB
Field (cont’d)
E X H I B I T 1–3 (cont’d)
Anthropology
The study of societies to learn about human beings and their
activities.
22. There Are Few Absolutes in OB
x y
Contingency variables: "It Depends!!!"
Situational factors that make the main relationship between two
variables change-e.g. the relationship may hold for one
condition but not another.
Country 1
x yCountry 2
May be related to
May NOT be related to
In
In
23. Challenges and Opportunities for
OB
• Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with low-cost labor
– Managing people during the war on terror.
• Managing Workforce Diversity
– Embracing diversity
– Changing U.S. demographics
– Implications for managers
• Recognizing and responding to differences
25. Challenges and Opportunities for
OB (cont’d)
• Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
• Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
• Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures
26. What Is Quality Management?
1. Intense focus on the customer.
2. Concern for continuous improvement.
3. Improvement in the quality of everything
the organization does.
4. Accurate measurement.
5. Empowerment of employees.
E X H I B I T 1–6
27. Challenges and Opportunity for
OB (cont’d)
• Improving People Skills
• Empowering People
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work/Life
Conflicts
• Improving Ethical Behavior
• Managing People during the War on
Terrorism
29. Basic OB Model, Stage I
E X H I B I T 1-6
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.
30. The Dependent Variables
x
y
Dependent variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand).
31. The Dependent Variables (cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
Meeting goals at a low
cost.
32. The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
33. The Dependent Variables (cont’d)
Deviant Workplace Behavior
Voluntary behavior that violates
significant organizational norms and
thereby threatens the well-being of
the organization and/or any of its
members.
34. The Dependent Variables (cont’d)
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.
35. The Dependent Variables (cont’d)
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.
36. The Independent Variables
Independent
Variables Can Be
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
Independent variable
The presumed cause of some change in the dependent
variable; major determinants of a dependent variable.
38. Goals of OB
• To describe
• To understand
• To predict
• To control
39. Continued
To describe: People work in different way within
organization in different situation. OB describes
how people behave in different situation in doing
work within organization. It is the primary goal of
OB.
40. Continued
To understand: To understand why people behave
as they do, is another goals of OB. Ob helps
manager to understand why people behave in
different way in doing their works in different
situation.
41. Continued
To predict: Predicting future employee behavior is
another goal of OB. Managers would have the
capacity to predict which employees might be
dedicated and productive or which ones might be
absent, tardy or disrupt on a certain day. So that
manger can take roper measures.
42. Continued
To control: Employees work under mangers so the
manager is responsible for the employee’s
performance. Managers can influence on
employees behavior, skill development, term
effort and productivity with the help of
controlling. So the final goal of organizational
behaviors is to control.