ktu- ob-1 - unit 1 - chapter - 1
TRANSCRIPT
8/23/2016
1
Unit – I CHAPTER - 1
ORGANIZATIONAL
BEHAVIOUR - 1
MBA 12
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor – OB, HR & Data Analytics,
School of Management @NCERC
E-mail : [email protected]
Discussions on
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2
Importance of Interpersonal Skills
What Managers Do?
Management Functions
Management Roles
Management Skills
Effective versus Successful Managerial Activities
Organizational Behaviour
Complementing Intuition with systematic study
Case Incident -1
Reference:Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15th ed., p. 2-14
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Importance of Interpersonal Skills
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM3
Good communication skills can lead to both personal andprofessional success
Leadership and communication skills come to the fore indistinguishing the managers whose careers really take off
Developing managers’ interpersonal skills also helps organizationsattract and keep high-performing employees. Regardless of labormarket conditions, outstanding employees are always in short supply
Positive social relationships also were associated with lower stress atwork and lower intentions to quit &
Companies with reputations as good places to work have been foundto generate superior financial performance
What Managers Do?
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM4
Managers
Managers get things done through other people. (Or)
An individual who achieves goals through other people
Organization
An organization, which is 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.
What Managers Do?
The people who oversee the activities of others and who are
responsible for attaining goals in these organizations are managers
(sometimes called administrators, especially in not-for-profit
organizations)
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Management Functions (PODC)
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM5
Planning
Organizing
Directing
Controlling
Management Functions (PODC)
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM6
Planning: A process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing: 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 decisionsare to be made.
Directing / Leading: A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolvingconflicts.
Controlling: Monitoring activities to ensure they are being accomplished as
planned and correcting any significant deviations.
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Management Roles
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM7
Management Skills
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM8
• The ability to apply specialized knowledge or expertise.
Technical Skills
• The ability to work with, understand, and motivate other people, both individually and in groups
Human Skills
• The mental ability to analyze and diagnose complex situations
Conceptual Skills
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Effective Versus Successful Managerial
Activities
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM9
Luthans and his associates studied more than 450 managers. All
engaged in four managerial activities:
Traditional management. Decision making, planning, and
controlling.
Communication. Exchanging routine information and
processing paperwork.
Human resource management. Motivating, disciplining,
managing conflict, staffing, and training.
Networking. Socializing, politicking, and interacting with
outsiders.
Allocation of Activities by Time
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM10
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Organizational Behaviour
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM11
Organizational behavior (often abbreviated OB) is afield of study that investigates the impact thatindividuals, groups, and structure have onbehavior within organizations, for the purpose ofapplying such knowledge toward improving anorganization’s effectiveness. OB includes the core topics of motivation, leader
behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress.
Focal Points of OB
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM12
Jobs
Work
Absenteeism
Employment turnover
Productivity
Human performance
Management
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Complementing Intuition with
systematic study
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM13
We’ve explicitly thought about it before, you’ve been “reading” peoplealmost all your life, watching their actions and trying to interpret whatyou see or predict what people might do under different conditions.Unfortunately, the casual or common sense approach to reading otherscan often lead to erroneous predictions. However, you can improveyour predictive ability by supplementing intuition with a moresystematic approach.
Systematic study Looking at relationships, attempting to attribute causesand effects, and drawing conclusions based on scientific evidence.
Evidence-based management (EBM) The basing of managerialdecisions on the best available scientific evidence.
Intuition A gut feeling not necessarily supported by research.
Case Incident 1
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM14
Lessons for “Undercover” Bosses”
Refer:
Stephen P Robbins, Timothy A Judge & NeharikaVohra,
Organizational Behaviour, 15th ed., p. 37