Define Organizational Behavior (OB). Describe what managers do Explain the value of the systematic study of OB. Major challenges and opportunities to use OB concepts. Managing Workforce Diversity.

1. MPhil Education

2. WHAT IS
ORGANIZATIONAL
BEHAVIOR?
CHAPTER 6

3. 1) Define Organizational Behavior (OB).
2) Describe what managers do
3) Explain the value of the systematic study of OB.
4) Major challenges and opportunities to use OB concepts.
5) Identify the contributions made by major behavioral science
disciplines to OB.
6) Describe why managers require a knowledge of OB.
7) Explain the need for a contingency approach to the study of OB.
8) Identify the three levels of analysis in this book’s OB model.
LEARNING OBJECTIVES

4. Managers (or administrators)
Individuals who achieve goals through other
people.
What Managers Do
Managerial Activities
 Make decisions
 Allocate resources
 Direct activities of others
to attain goals

5. Organization
A consciously coordinated
social unit, that functions
on a relatively continuous
basis to achieve a common
goal or set of goals.
Where Managers Work

6. 1) Planning
A process that includes defining goals,
establishing strategy, and developing plans to
coordinate activities.
Management Functions

7. 2) Organizing
Determining
what tasks are to be done
who is to do them
how the tasks are to be
grouped
who reports to whom
where decisions are to be
made
Management
Functions

8. 3) Leading
A function that includes
motivating employees
directing others
selecting the most effective
communication channels
and resolving conflicts.
Management Functions

9. 4) Controlling
Monitoring activities to ensure
they are being accomplished
as planned
and correcting any significant
deviations, to get the
organization back to track.
Management Functions

10. Mintzberg’s Managerial Roles
In 1960, Henry Mintzberg's concluded that managers perform
ten different interrelated roles or set of behaviors, attributes to
their jobs.
Ten roles can be grouped as;
 Interpersonal Roles
 Information Roles
 Decisional Roles

12. Interpersonal
Roles
Description
Figurehead Symbolic head; required to perform a number of routine
duties of a legal or social nature
Leadership responsibility for the work of subordinates, motivating
and encouraging employees, exercising their formal
authority.
Liaison Maintains a network of outside contacts who provide
favors and information
Sales managers.

13. Informational
Role
Description
Monitor In this role, regularly seek out information related to
organization and industry, looking for relevant
changes in the environment.
Also monitor team, in terms of both their productivity,
and their well-being.
Disseminator Transmits information received from outsiders or from
other subordinates to members of the organization
Spokesperson Transmits information to outsiders on organization's
plans, policies, actions, and results. When they
represent the organization to outsiders.

14. Decisional
Roles
Decription
Entrepreneur Searches organization and its environment for
opportunities and initiates projects to bring about
change
Disturbance
handler
Responsible for corrective action when organization
faces important, unexpected disturbances
Resource
allocator
Making or approving significant organizational
decisions
Negotiator Responsible for representing the organization at major
negotiations

15. Conceptual Skills
The mental ability to analyze and diagnose complex
situations.
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.

16. 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
Effective vs. Successful
Managerial Activities (Luthans)

17. Allocation of Activities by Time

18. 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.
Enter Organizational Behavior

19. Intuition
A feeling not necessarily supported by research.
Replacing 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.

20. Improving Quality and Productivity
Improving People Skills
Managing Workforce Diversity.
Responding to Globalization.
 Empowering People
 Stimulating Innovation and Change
 Coping with “Temporariness”
Declining employee loyalty
Improving Ethical Behavior
Challenges and Opportunities for
OB

21. Quality is the extent to which the customers or
users believe the product or service surpasses their
needs and expectations.
For e.g., Performance, Features, Reliability,
Durability, Services, Response, Reputations.
Improving Quality and
Productivity

22. 1. An intense focus on the customer,
2. Concern for continual improvement,
3. Improvement in the quality of everything the
organization does,
4. Accurate measurement and,
5. Empowerment of employees
The components of TQM are;

23. It is a philosophy of management that is driven by the
constant attainment of customer satisfaction through the
continuous improvement of all organizational process.
What Is Total Quality Management?

24. Process reengineering
– Asks managers to reconsider how work would be done and
their organization structured if they were starting over.
– Instead of making incremental changes in processes,
reengineering involves evaluating every process in terms of its
contribution.
Improving Quality and Productivity

25. Technological changes, structural changes,
environmental changes are accelerated
at a faster rate in the business field.
Managerial skills can be enhanced by organizing
a series of training and development programs,
career development programs, induction, and
socialization etc.
Improving People Skills

26. This refers to employing different
categories of employees who are
heterogeneous in terms of gender, race,
ethnicity, relation, community,
physically disadvantaged.
The major challenge for organizations
is to become more accommodating to
diverse groups of people by addressing
their different life styles, family needs,
and work styles.
Managing Workforce Diversity.