organizational behavior (mgt-502) lecture-2 summary of lecture-1
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Organizational Organizational Behavior Behavior
(MGT-502)(MGT-502)
Lecture-2Lecture-2
SummarySummaryof of
Lecture-1Lecture-1
The study of individual The study of individual
behavior and group behavior and group
dynamics in dynamics in
organizational settings organizational settings
OrganizationalBehaviorResearch
Understandorganizational
events
Predictorganizational
events
Influenceorganizational
events
Today’s TopicsToday’s Topics
Course of OBCourse of OB The purpose of the course is to The purpose of the course is to
improve your ability to understand improve your ability to understand organizations and to act effectively in organizations and to act effectively in them. them.
This course is a study of human and This course is a study of human and work behavior in the workplace and work behavior in the workplace and within society within society
The purpose of OB is to understand The purpose of OB is to understand people in organizations, to provide people in organizations, to provide managers and practitioners with managers and practitioners with effective management tools, and effective management tools, and to help organizations achieve their to help organizations achieve their goals.goals.
Organizational BehaviorOrganizational Behavior
How How people behave in people behave in organizationsorganizations
How How organizations organizations use human use human resources to resources to achieve goalsachieve goals
Part-I The IndividualPart-I The Individual Ability & LearningAbility & Learning
Values, Attitudes and Job SatisfactionValues, Attitudes and Job Satisfaction
Personality & EmotionsPersonality & Emotions
Perception & Individual Decision MakingPerception & Individual Decision Making
Basic Motivation ConceptsBasic Motivation Concepts
Motivation and its ApplicationsMotivation and its Applications
Part-II The GroupPart-II The Group Foundation of Group BehaviorFoundation of Group Behavior
Group and Team WorkGroup and Team Work
Functions of CommunicationFunctions of Communication
Basic Approaches to LeadershipBasic Approaches to Leadership
Contemporary Issues in LeadershipContemporary Issues in Leadership
Power and PoliticsPower and Politics
Conflict and NegotiationConflict and Negotiation
Part-III The Organization SystemPart-III The Organization System
Organizational StructureOrganizational Structure
Work design and TechnologyWork design and Technology
HR Policies and PracticesHR Policies and Practices
Organizational CultureOrganizational Culture
Organizational ChangeOrganizational Change
Stress ManagementStress Management
Organization systems levelOrganization systems level
Grouplevel
Grouplevel
Individuallevel
Individuallevel
Basic OB ModelBasic OB Model
Performance ManagementPerformance Management
Organizational PerformanceOrganizational Performance
Efficiency:Efficiency: A measure of how well A measure of how well resources are used to achieve a goal.resources are used to achieve a goal.
““Doing Things Right”Doing Things Right” Effectiveness:Effectiveness: A measure of the A measure of the
appropriateness of the goals chosen (are appropriateness of the goals chosen (are these the right goals?), and the degree to these the right goals?), and the degree to which they are achieved.which they are achieved.
““Doing the Right Things Right”Doing the Right Things Right”
PeopleMoney
MachinesMaterials
Doing the right things
TWO PERFORMANCE DIMENSIONSEfficiency=making best use of resources in achieving goals
Effectiveness=choosing effectivegoals and achievingthem
Doing things right
Course Structure Readings Readings
LecturesLectures
AssignmentsAssignments
ExamExam
Recommended Recommended BooksBooks
Organizational Behavior Organizational Behavior by Stephen P. Robbinsby Stephen P. Robbins
Behavior in OrganizationsBehavior in Organizations by J. Greenberg and by J. Greenberg and R. A. Baron orR. A. Baron or
Organizational BehaviorOrganizational Behavior by Fred Luthans or by Fred Luthans or
Understanding Organizational BehaviorUnderstanding Organizational Behavior, by , by Debra L. Nelson and James Campbell Quick. OrDebra L. Nelson and James Campbell Quick. Or
Any otherAny other on this subject available in the market. on this subject available in the market.
Coming back to Coming back to the subject….. the subject…..
the OBthe OB
What What Managers do?Managers do?
Managers….Individuals Managers….Individuals who achieves goals who achieves goals through other people.through other people.
What Managers DoWhat Managers Do Gets things done through other Gets things done through other
peoplepeople
Make decisions, allocate Make decisions, allocate resources, and direct the activities resources, and direct the activities of others to attain goalsof others to attain goals
Do their work in an organizationDo their work in an organization
PlanningPlanning
OrganizingOrganizing
LeadingLeading
ControllingControlling
Four Management FunctionsFour Management Functions
Continuous
Improvement
Continuous
Improvement
Total Quality
Management
Total Quality
Management
New Managerial FunctionsNew Managerial Functions
To provide leadership and direction
Total Quality ManagementTotal Quality Management--a concept --a concept popularized by W. Edwards Deming to promote popularized by W. Edwards Deming to promote customer satisfaction through continuous customer satisfaction through continuous improvement of business processes. improvement of business processes.
Continuous improvementContinuous improvement requires all requires all employees to improve the quality of products or employees to improve the quality of products or services on an on-going basis. Managing services on an on-going basis. Managing quality becomes everyone’s job.quality becomes everyone’s job.
The 4-P Cycle of Continuous The 4-P Cycle of Continuous ImprovementImprovement
People(Skilled, motivated
people who can handle change. Less stress.)
Products(Satisfied customers
because of better quality goods/services.)
Processes(Faster, more flexible,
leaner, and ethical organizationalprocesses. Organizational learning.)
Productivity(Less wasteful, more
efficient use of allresources.)
Management Management RolesRoles
2828
Set of expected behaviors associated with a manager
Learned and developed
Vary by level in the organization
Interpersonal RolesFigureheadLeaderLiaison
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurDisturbance HandlerResource AllocatorNegotiator
Managerial SkillsManagerial Skills
3030
Ability or proficiency in performing
particular tasks
Learned and developed
Vary by level in the organization
Technical SkillsAnalytical SkillsDecision-making
SkillsComputer Skills
Human Relations Skills
Communication Skills Conceptual Skills
Skill Type Needed by Manager Skill Type Needed by Manager LevelLevel
TopManagers
MiddleManagers
LineManagers
Conceptual Human Technical
Skills Exhibited by an Skills Exhibited by an Effective ManagerEffective Manager
1. Clarifies goals and objectives for everyone involved1. Clarifies goals and objectives for everyone involved
2. Encourages participation, upward communication, 2. Encourages participation, upward communication, and suggestionsand suggestions
3. Plans and organizes for an orderly work flow3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to 4. Has technical and administrative expertise to answer organization-related questionsanswer organization-related questions
5. Facilitates work through team building, training, 5. Facilitates work through team building, training, coaching and supportcoaching and support
6. Provides feedback honestly and constructively6. Provides feedback honestly and constructively
7. Keeps things moving by relying on schedules, 7. Keeps things moving by relying on schedules, deadlines, and helpful remindersdeadlines, and helpful reminders
8. Controls details without being over-bearing8. Controls details without being over-bearing9. Applies reasonable pressure for goal 9. Applies reasonable pressure for goal
accomplishmentaccomplishment10. Empowers and delegates key duties to others 10. Empowers and delegates key duties to others
while maintaining goal clarity and commitmentwhile maintaining goal clarity and commitment11. Recognizes good performance with rewards and 11. Recognizes good performance with rewards and
positive reinforcementpositive reinforcement
Evolution of the 21st-Evolution of the 21st-Century ManagerCentury Manager
Past ManagersPast Managers Today’s ManagersToday’s Managers Primary Role Primary Role Order giver, privilegedOrder giver, privileged Facilitator, teamFacilitator, team
elite, manipulator, elite, manipulator, member, teacher,member, teacher,controllercontroller advocate, sponsoradvocate, sponsor
Learning & Learning & Periodic learning, narrowPeriodic learning, narrow Continuous life-longContinuous life-longKnowledgeKnowledge specialistspecialist learning, generalistlearning, generalist
with multiplewith multiplespecialtiesspecialties
CompensationCompensation Time, effort, rankTime, effort, rank Skills, resultsSkills, resultsCriteriaCriteria
Cultural OrientationCultural Orientation Monocultural, Monocultural, Multicultural, Multicultural, monolingual monolingual multilingual multilingual
Where do managers work?Where do managers work?
in organizations!in organizations!
Let’s stop
it here
SummarySummary
Organization systems levelOrganization systems level
Grouplevel
Grouplevel
Individuallevel
Individuallevel
Basic OB ModelBasic OB Model
What Managers Do?What Managers Do? Gets things done through other Gets things done through other
peoplepeople
Make decisions, allocate Make decisions, allocate resources, and direct the activities resources, and direct the activities of others to attain goalsof others to attain goals
Do their work in an organizationDo their work in an organization
Continuous
Improvement
Continuous
Improvement
Total Quality
Management
Total Quality
Management
New Managerial FunctionsNew Managerial Functions
To provide leadership and direction
Evolution of the 21st-Evolution of the 21st-Century ManagerCentury Manager
Next….Next….
Organizations: The Organizations: The Important ComponentImportant Component
Organizational Organizational Behavior Behavior
(MGT-502)(MGT-502)
Lecture-2Lecture-2
Past ManagersPast Managers Today’s ManagersToday’s Managers Primary Source of Primary Source of Formal authorityFormal authority Knowledge (technicalKnowledge (technical
InfluenceInfluence interpersonal)interpersonal)
View of People View of People Potential problemPotential problem Primary resourcePrimary resource
PrimaryPrimary VerticalVertical MultidirectionalMultidirectionalCommunicationsCommunicationsPatternPattern
Decision-Making Decision-Making Limited input forLimited input for Broad-based input forBroad-based input forStyleStyle individual decisionsindividual decisions joint decisionsjoint decisions
Past ManagersPast Managers Today’s ManagersToday’s Managers
Nature of Inter- Nature of Inter- Competitive (win-lose)Competitive (win-lose) Cooperative (win-win)Cooperative (win-win)personalpersonalRelationshipsRelationships
Handling of PowerHandling of Power HoardHoard ShareShareand Keyand KeyInformationInformation
Approach to Approach to ResistResist FacilitateFacilitateChangeChange