This document provides an overview of organizational behavior, including:
1. Definitions of organizational behavior from various sources that refer to human behavior in organizations.
2. A brief history of foundations of organizational behavior including scientific management, bureaucracy, and the human relations movement.
3. Reasons to study organizational behavior including gaining competencies to be an effective employee or manager and understanding what is happening in one's job.
4. Issues in organizational behavior related to diversity, technology, ethics, and globalization.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
FW Taylor Principles of Scientific Managementuma reur
FW Taylor Principles of Scientific Management - Principles of Scientific Management by Taylor:
F.W. Taylor or Fredrick Winslow Taylor is also known as the ‘father of scientific management’ proved with his practical theories that a scientific method can be implemented to management. Taylor gave much concentration on the supervisory level of management and performance of managers and workers at an operational level. Let’s discuss in detail the five(5) principles of management by F.W Taylor.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
These slides are intended to help the Kannur University MBA - HRM students of MBA. It deals with topics of Challenges in HRM, Managing protean careers, Moonlighting Phenomenon, Workforce Diversity, Employee empowerment, Competitive Challenges,
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
FW Taylor Principles of Scientific Managementuma reur
FW Taylor Principles of Scientific Management - Principles of Scientific Management by Taylor:
F.W. Taylor or Fredrick Winslow Taylor is also known as the ‘father of scientific management’ proved with his practical theories that a scientific method can be implemented to management. Taylor gave much concentration on the supervisory level of management and performance of managers and workers at an operational level. Let’s discuss in detail the five(5) principles of management by F.W Taylor.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
These slides are intended to help the Kannur University MBA - HRM students of MBA. It deals with topics of Challenges in HRM, Managing protean careers, Moonlighting Phenomenon, Workforce Diversity, Employee empowerment, Competitive Challenges,
Evolution of Organizational behaviour. starting with scientific management by f.w taylor the father of scientific management. weber's principles of administration and henry fayol's contribution....a brief history
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
“Organization Behaviour is concerned with the study of what people do in an organization and how that behaviour affects the performance of the organization.” (Robbins: 1989)
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Managerial ethics and corporate social responsibilityKnight1040
Social responsibility is a firm’s obligation, beyond that required by law and economics, to pursue long-term goals that will enhance the welfare and interest of the society and the organization as well.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
The expectancy theory demonstrates the importance of rewards in relation to the effort-performance ratio. This lesson extends the knowledge of goal setting as a means of motivation employees to reach high levels of performance and satisfaction. At the end of the lesson students should be able to:
Explain how performance is affected by goal setting.
State the effects of goal setting on job satisfaction and performance.
Describe reward systems for fostering high performance.
The dynamic organizational environment has lead to significant structural changes in order to remain in business and gain the competitive edge. In addition, new technological developments is influence much of the change, certainly in the offering of quick and reliable customer service. The topic of organizing is very relevant as a managerial function. This presentation is aimed at:
Defining the concept of organizing.
Describing the various types of organizational structure.
Explaining the connection between structure and strategy
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Organizations do not exist in a vacuum. They are constantly being affected by external forces which determine an organization’s effectiveness and performance. Therefore, it is imperative for the management of any organization to examine components of their firm’s external and internal environments to understand the dynamic and far-reaching changes that are occurring. This presentation focuses on the environmental factors that companies need to analyze for developing strategic options.
At the end of this tutorial students should be able to:
Understand the importance of the influencing forces with in an organization’s environment .
Describe the general and task environments.
Perception is important for understanding individual differences because how people perceived a situation determines how people behave. Perception is part of that personal dimension that makes people see situations differently as well as shapes their attitude in terms of their work environment. This lesson seeks to help students:
1. describe the major elements of the perceptual process;
2. identify the main factors that influence what individual perceive; and
3. Identify factors that determine how one person perceives another.
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
this slide presentation should assist students in explaining the basic sources of personality determinants and identifying some personality traits that affect behaviour.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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2. Toward a definition of OB The concept of organizational behaviour is somewhat misleading because OB refers to the behaviour of people in an organization. An organization is a system of two or more people, engaged in cooperative action trying to reach a purpose(Kilduff and Doughberrysired in Champoux, 2006 p6). Hellriegel, slocum and Woodman (1995 p4) define organizational behaviour as a study of human behaviour, attitudes and performance in an organization.
3. Toward a definition of OB It is interdisciplinary, drawing from concepts from social and clinical psychology, sociology, cultural anthropology, industrial engineering, and organizational psychology.
4. Historical foundations of OB Scientific Management Frederick W. Taylor (1911) The four principles of Taylor’s scientific management: Carefully study the jobs to develop standard work practices. Standardize the tools used by workers. Select each worker scientifically. Management and workers cooperate to ensure that work is done according to standard procedures. Management plans and makes task assignments; workers carry out assigned task.
5. Historical foundations of OB Theory of Administration Henri Fayol (1919) Fayol’s theory described the major management functions and several principles that act as a administrative guide. Five functions of management: Planning Organizing Commanding Coordinating controlling
6. Historical foundations of OB Fayol (con’t) “all must observe the same general principles”. The principle of administration were central to his theory of administration. They are set tools a manager needs to perform the function of management. Division of labour Authority and responsibility Centralization Delegation of authority Unity of command Unity of direction
7. Historical foundations of OB Bureaucracy (Max Weber, 1922) An administrative structure with well defined offices and functions and hierarchical relationships among the functions. The bureaucracy defines the authority when it develops its division of labour. The person who takes authority assumes the authority of that position.
8. Historical foundations of OB Bureaucracy (con’t) Features: Clearly defined and specialized functions Use of legal authority Hierarchical form Written rules Technical trained bureaucrats Appointment based on technical competence Clearly defined career path Fixed formal relationships among clearly defined hierarchically organized functions.
9. Historical foundations of OB Mary Parker Follet’s (1925) and Chester Bernard (1938) – humanistic perspective on management that emphasized: Importance of understanding human behaviours Needs and attitudes in the work place Social interaction and group processes
10. Historical foundations of OB Human Relations Movement The human relations school considers that effective control comes from within the individual rather than from strict, authoritarian control. The relations movement emphasized satisfaction of employee’s basic needs as key to increased productivity. The Hawthorne Studies (1939) is a significant qualifying perspective as it emphasized the extent to which social pressures affect employees in the work place and how the relationship between managers and operatives influence the level of productivity in the work environment. Maslow and McGregor (1960) – motivation of the individual
11. Historical foundations of OB Peter Drucker (1995) Proposed the philosophy of management by objectives (MBO) and self-control. Managers and employees define goals for every department, project, and person and use them to monitor subsequence performance.
12. Why study OB? To attain the competencies needed to be an effective employee, team leader, and/or manager. Knowledge and skills gained should help to diagnose, understand, and explain what is happening around to an employee in his or her job.
13. Issues in OB Issues in organizational behaviour are likely to result from areas of : Workforce diversity Changes in the work force and customers Gender Race and ethnicity Age Quality management Technology Global environment Ethics