Overview of Organizational Behaviour Lecture 1 Overview_090917_rz

8/13/2019 Overview of Organizational Behaviour Lecture 1 Overview_090917_rz

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1st lecture

Overview of Organizational

Behavior

Prof. Dr. Robert J. Zaugg

[email protected]

Overview of Organizational Behavior

2Organizational Behavior Prof. Dr. Robert J. Zaugg

Learning Objectives

Define organizational behavior

Identify the functions that comprise the management

process and relate them to organizational behavior

Relate organizational behavior to basic managerial rolesand skills

Describe contemporary organizational behavior


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What is Organizational Behavior?

Organizational behavior is the study of:

Human behavior in organizational settings

The interface between human behavior and the

organization

The organization itself



Figure 1.1 The Nature of Organizational Behavior


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Organizational Behavior and Management

Studying OB helps managers understand:

why others in the organization behave as they do

personal needs, motives, behaviors, feelings and career

dynamics

attitudinal processes, individual differences, group

dynamics, inter group dynamics, organization culture,

power, and political behavior

interactions with people outside of the organization



Organizational Behavior and the Management Process

Functions of Management

Planning

Organizing

Leading Controlling

Resources Available to Management

Human

Financial

Physical

Information


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Figure 1.2 Basic Managerial Funct ions




Functions of Management

Planning: Process of determining an organizations

desired future position and the best means of getting there

Organizing: Process of designing jobs, grouping jobs intounits, and establishing patterns of authority between jobs

and units


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Functions of Management (cont.)

Leading: Process of getting the organizations members

to work together toward the organizations goals

Controlling: Process of monitoring and correcting the

actions of the organization and its members to keep them

directed toward their goals



Organizational Behavior and Managerial Work

Basic Managerial Roles

Interpersonal

Informational

Decision-Making

Source: Royalty Free, Photodisc Blue Collection/ Getty Images


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Table 1.1 Impor tant Managerial Roles



Critical Managerial Skil ls

Technical: Skills necessary to accomplish specific tasks

within the organization

Interpersonal: Skills used to communicate with,

understand, and motivate individuals and groups

Conceptual: Skills used in abstract thinking

Diagnostic: Skills to understand cause-effect relationships

and to recognize optimal solutions to problems


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Figure 1.3 Managerial Skills at Different Organizational Levels



Contemporary Organizational Behavior

Characteristics of the Field

Interdisciplinary in focus

Descriptive in nature

Basic Concepts of the Field

Individual processes

Interpersonal processes

Organizational processes/characteristics


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Figure 1.4 Framework for Study



Systems and Situational Perspectives

The Systems Perspective

A system is an interrelated set of elements that function as

a whole

Inputs from the environment: material, human, financial,informational

Managers combine/transform inputs into outputs

Outputs from the system: products/services, employee

behaviors, profits/losses, additional information


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Figure 1.5 The Systems Approach to Organizations



Systems and Situational Perspectives

The Situational Perspective

Most organizational situations and outcomes are

influenced by other variables


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Figure 1.6 Universal Versus Situational Approach



Interactionalism: People and Situations

Interactionalism Perspective

Individuals and situations interact continuously to

determine individuals behavior


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Figure 1.7 The Interactionis t Perspective on Behavior in Organizations



Managing for Effectiveness

Managers work toward various goals

Goals (outcomes) exist at specific levels in an organization

Individual level

Group level Organizational level


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Figure 1.8 Managing for Effectiveness

Overview of Organizational Behaviour Lecture 1 Overview_090917_rz

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