1: Introduction to Organizational Behavior

1-1Course name: An Analysis of Human and organizational behavior

Reference book:Organization behavior

Stephen P. Robbins & Timothy A. Judge13th/latest editionCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallCopyright 2010 Pearson Education, Inc.Publishing as Prentice HallCourse teacherMd. Zillur RahmanAssistant ProfessorDept. of Business AdministrationShahJalal Univrsity of Science & Technology, Sylhet

1-2Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallCopyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-3Main Discussion Issues in this chapterDefine organizational behavior (OB).Explain the value of the systematic study of OB.Identify the contributions made to OB by major behavioral science disciplines.Describe how OB concepts can help make organizations more productive.List the major challenges and opportunities for managers to use OB concepts.Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-4Three Levels of OB Analysis

Chapters 2 - 8Chapters 9 - 15Chapters 16 - 18Plan of the BookCopyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-5Implications for ManagersOB helps with:Insights to improve people skillsValuing of workforce diversityEmpowering people and creating a positive work environmentDealing with labor shortagesCoping in a world of temporarinessCreating an ethically healthy work environment

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallManagement is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

Management refers to those individuals in an organization who are responsible for providing leadership and direction in the areas of planning, organizing, staffing, leading and controlling to achieve the organizational goals and objectives within changing environment.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallStrategic manager

Corporate level: CEO, other senior executives and corporate staff

Business level: Divisional manager

Functional level: functional manager

Business functionBusiness functionBusiness functionCopyright 2010 Pearson Education, Inc.Publishing as Prentice HallVision, mission, goal and objective

VisionThe highest aspirations and ideals of a person or organization; what a firm wants to be. Vision statements often describe the firm or organization in lofty, even romantic or mystical tones. A strategic vision portrays a companys future business scope. It means where we are going.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallMissionIt describes companys present business and why it exists. (who we are, what we do, and why we are there)An organizations mission is an overall goal of the organization that provides a sense of direction and a guide to decision making for all levels of management.

It should define the organization line of products, identifying its products or services and specify the markets it serves at present and within a time frame work.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallMission statement should include the following components:

Target customers and markets.

Principal products and services.

Geographic domain.

Core technologies.

Concern for survival , growth and maturity.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallOrganizational self concept.

Desired public image.

Values and guiding standard.

Major goals and objectives.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallGoalA goal is a desired future state or objective that a company attempts to realize. The purpose of goals is to specify with precision what must be done if the company is to attain its mission or vision.Characteristics of well constructed goals-SMART

Specific.

Measurable.

Attainable.

Realistic

Timeliness.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-13Concept of Organizational BehaviorOrganizational Behavior studies the influence that individuals, groups and structure have on behavior within organizations.

Its chief goal is to apply that knowledge toward improving an organizations effectiveness.Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-14Focal Points of OBJobsWorkAbsenteeismEmployment turnoverProductivityHuman performanceManagement

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-15Contributing Disciplines to the OB FieldMicro:The IndividualMacro:Groups &OrganizationsCopyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-16Challenges and Opportunities for OB Responding to globalizationManaging workforce diversityImproving quality and productivityImproving customer service [DHL. Amazon.com]Improving people skills [Macdonalds, starbucks]Stimulating innovation and change [apple, Microsoft, Samsung]Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-17Challenges and Opportunities for OB Coping with temporariesWorking in net-worked organizationsHelping employees balance work-life conflictsCreating a positive working environmentImproving ethical behaviorCopyright 2010 Pearson Education, Inc.Publishing as Prentice HallManagement Skills:Three essential management skills: technical, human and conceptual.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.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallManagement roles:Three essential roles of managementInterpersonal role: like, figurehead, leader and liaison

Informational role: Monitor, disseminator and spokesperson

Decisional role: Entrepreneur, disturbance handler, resource allocator and negotiator.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallManagement Functions:Planning a process which 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 decisions are to be made.

Leading - a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Controlling monitoring activities to ensure that they are accomplished as planned and correcting any significant deviations.

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-21Difference between Administration and managementManagersAdministratorsManagers oversee the activities of others and responsible for attaining goals of organizations. Administrators supervise the activities of employees and make decisions.Managers found in profit making organizations. Administrators generally work in non-profit organizations.Managers do works according to the policies of organizations.Administrators take policies for business decisions.Managers are closer to the employees. Administrators are over the management.Manager controls the employees.Administrators manage the outside contacts and facilities as a whole.Example: Bank manager.Example: Principle of a School.Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall1-22Difference between Manager and leaderManagersLeaderManagers manage and take responsibility if a situation.A leader takes charge is influential and sets an example.Managers have subordinates who follow their rules.Leaders have individuals who believe in what they say, otherwise know as followers.Managers focus on concise, scientifically proven methods to lead. Leader focus on human emotion and charisma to lead.The manager has responsibility and is able to delegate and implement plans.A leader is an example for the others and is someone who does not have large responsibly.Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallQualities of a Leader

Vision, eloquence, and consistency

Articulation of the business model

Commitment

Being well informed

Willingness to delegate and empower

The astute use of power

Emotional intelligence (self awareness, self-regulation, motivation, empathy, social skills)Copyright 2010 Pearson Education, Inc.Publishing as Prentice HallSelf awareness: The ability to understand ones own moods, emotions, and drives as well as their effect on others.

Self-regulation: The ability to control or redirect disruptive impulses or moods, that is , to think before acting.

Motivation: A passion for work that goes beyond money or status and a propensity to pursue goals with energy and persistence.

Empathy: Understanding the feelings and viewpoints of subordinates, and taking those into account when making decision.

Social skills: Friendliness with a purpose.Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall