Post on 20-Jan-2018
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What Is Organizational Behaviour?
What Managers Do
Managerial Activities• Make decisions• Allocate resources• Direct activities of others
to attain goals
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Where Managers Work
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Management Functions
ManagementManagementFunctionsFunctions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
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Management Functions (cont’d)
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Management Functions (cont’d)
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Management Functions (cont’d)
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Management Functions (cont’d)
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Mintzberg’s Managerial Roles
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Mintzberg’s Managerial Roles (cont’d)
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Mintzberg’s Managerial Roles (cont’d)
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Management Skills
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Enter Organizational Behavior
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Contributing Disciplines to the OB Field
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Why Do We Study OB?
To learn about yourself and how to deal with others
You are part of an organization now, and will continue to be a part of various organizations
Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
Some of you may want to be managers or entrepreneurs
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What Is an Organization?
A consciously coordinated social unit, composed of a group of people, which functions on a relatively continuous basis to achieve a common goal or set of goals.
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Challenges Facing the Workplace
Workplace
Organizational Level
• Productivity• Developing Effective Employees• Global Competition• Managing in the Global Village
Group Level
• Working With Others• Workforce Diversity
Individual Level
• Job Satisfaction• Empowerment• Behaving Ethically
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Challenges and Opportunity for OB
Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service
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Challenges and Opportunity for OB (cont’d)
Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior
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Basic OB Model, Stage I
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The Dependent Variables
x
y
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Independent Variables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
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The Rigour of OB
OB looks at consistencies– What is common about behaviour, and helps
predictability? OB is more than common sense
– Systematic study, based on scientific evidence OB has few absolutes OB takes a contingency approach
– Considers behaviour in context
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Competing Values Framework
Flexibility
Control
Inte
rnal
Foc
us External Focus
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Competing Values Framework
Internal-External Dimension– Inwardly toward employee needs and concerns
and/or production processes and internal systemsor
– Outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future
Flexibility-Control Dimension– Flexible and dynamic, allowing more teamwork and
participation; seeking new opportunities for products and services
or– Controlling or stable, maintaining the status quo and
exhibiting less change
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