session1 what is organizational beahvior

What is Organizational
Behavior?


OBJECTIVES

After studying this chapter, you should
be able to:
1. Describe what managers do.

LEARNING

2. Define organizational behavior (OB).

of OB. 3. Explain the value of the systematic study
4. Identify the contributions made by major
behavioral science disciplines to OB.
5. List the major challenges and
opportunities for managers to use OB
concepts.

Organisational Behavior


What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial
ManagerialActivities
Activities

••Make decisions
••Allocate resources
••Direct activities of others
totoattain
attaingoals
goals

Organisational Behavior


Where Managers Work
Organization
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.

Organisational Behavior


Management Functions

Planning
Planning

Organizing
Organizing

Management

Management
Functions
Functions

Controlling

Controlling

Leading

Leading


Management Functions (cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

Organisational Behavior


Management Functions (cont’d)
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.

Organisational Behavior

Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

Organisational Behavior


Management Functions (cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

Organisational Behavior


Mintzberg’s Managerial Roles

E X H I B I T 1–1

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1

Organisational Behavior


Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)

Organisational Behavior


Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)

Organisational Behavior


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.

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

Organisational Behavior


Skills Needed at Different Levels
of Management
Top
management

HumanConceptual
Technical

Middle

HumanConceptual
Technical

management

ptual

Technical

First-line
management

Organisational Behavior


Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
••Decision making, planning, and controlling

2. Communication
••Exchanging routine information and processing
paperwork
paperwork

3. Human resource management
••Motivating, disciplining, managingconflict, staffing,
and training
and training

4. Networking
••Socializing, politicking, and interacting with others
Organisational Behavior


Allocation of Activities by Time

Organisational Behavior


Willson’s managerial skills on 11
observable categories
Skills Exhibited by an Effective Manager

1. Clarifies goals and objectives for everyone involved
2. Encourage participation, upward communication, and suggestion
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to answer organization-related questions
5. Facilitates work though team building, training, coaching, and support
6. Provides feedback honestly and constructively
7. Keeps things moving by relying on schedules, deadlines, and helpful reminders
8. Controls details without being overbearing
9. Applies reasonable pressure for goals accomplishment
10. Empowers and delegates key duties to others while maintaining goal clarity & commitment
11. Recognizes good performance with rewards and positive reinforcement
Organisational Behavior


Evolution of the 21st Century Manager
- Robert Kreitner & Angelo Kinicki
PastManagers

FutureManagers

Primaryrole

Ordergiver,privilegedelite,controller

Facilitator,teammember,teacher,sponsor

Learning&Knowledge

Periodiclearning,narrowspecialist

Long-lifelearning,generalistwithmultiple
specialties

Compensationcriteria

Time,effort,rank

Skillsandresults

Culturalorientation

Monocultural,monolingual

Multicultural,multilingual

Primarysourceofinfluence

Formalauthority

Knowledge(technicalandinterpersonal

Viewofpeople

Potentialproblem

Primaryresource

Primarycom.cationpattern

Vertical

Multidirectional

Decision-makingstyle

Limitedinputforindividualdecisions

Broad-basedinputforjointdecisions

Ethicalconsiderations

Afterthought

Forethought

Natureofinterpersonal

Competitive(win–lose)

Cooperative(win–win)

Hoardandrestrictaccess

Shareandbroadenaccess

relationships

Handlingofpowerandkey
information
Approachtochange

Resist

Facilitate
Organisational Behavior


Enter Organizational Behavior
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.

Organisational Behavior


Complementing Intuition with
Systematic Study
Intuition

“Gut” feelings about “why I do what I do” and “what
makes others tick”.

Systematic study
Looking at relationships, attempting to attribute


Influences on OB.

• Individuals

• Groups

• The organisation itself

• The environment
Organisational Behavior


Individuals
• Are a central feature of OB
• Are a necessary part of any behavioural set
• Bring to the organisation their personality, skills and
attributes, values, needs and expectations
• Can create conflict if their needs and the demands of
the organisation are incompatible

Organisational Behavior

Management and the individual

Management’s task is to integrate the individual &
the organisation, providing a working environment
that permits the satisfaction of individual needs &
attainment of organisation goals

Organisational Behavior


Groups
• Exist in all organisations

• Are essential to organisational working and
performance

• Comprise a range of different individuals

• Can develop their own hierarchies and leaders

Organisational Behavior


Groups

• Can have a major influence on behaviour and
performance of individual members

• Have their own structures and functions, role
relationships and influences and pressure

An understanding of group structure and behaviour
complements a knowledge of individual behaviour
Organisational Behavior