ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR
1. Define organizational behavior (OB). 2. Describe what managers do. 3. List the major challenges and opportunities for managers to use OB concepts. 4. Identify the contributions made by major behavioral science disciplines to OB. 5. Describe why managers require a knowledge of OB.

6. Frame work Organizational behaviour models.

What Managers Do

Managerial Activities
Make decisions Allocate resources Direct activities of others to attain goals

Where Managers Work

Organisation
Composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

WHAT IS MANAGEMENT
Management is a process of designing and maintaining an environment in which individuals working together in groups, effectively accomplish selected goals or objectives.

LEVELS OF MANAGEMENT
There are 3 levels of management in an organisation Top Level Management Middle Level Management Supervisory or Lower Level Management

MANAGEMENT

TOP LEVEL MANAGEMENT

MIDDLE LEVEL MANAGEMENT

SUPERVISORY OR LOWER LEVEL MANAGEMENT

BOARD OF DIRECTORS MANAGING DIRECTOR

TOP LEVEL MANAGEMENT

GENERAL MANAGER
MANAGER DEPUTY MANAGER

ASSISTANT MANAGER
BRANCH MANAGER SALES OFFICERS FOREMEN

MIDDLE LEVEL MANAGEMENT

LOWER LEVEL MANAGEMENT

TOP LEVEL MANAGEMENT

Top-level management, or top managers, are also called senior management or executives. Example Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), President, Vice President and General Managers.

Middle & Lower Level of Management

Middle-level management or middle managers, are those in the levels below top managers. Middle managers' job titles include: Manager, Plant manager, Regional manager, and Divisional manager. Lower level management are also called first-line managers or supervisors. These managers have job titles such as: sales officer, Shift supervisor, Foreperson, Team leader, Stores manager.

Management Functions

Planning

Controlling

Organizing

Management Functions

Leading

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Management Functions (contd)

Organizational Behavior

A field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations, for the purpose of applying such knowledge toward improving an organisations effectiveness.

Organizational Behavior
The study of organisational behaviour (OB) includes an understanding of The behaviour of people The process of management The organisational context of management Organisational processes and the execution of work Interactions with the external environment of which the organisation is part

Organizational Behavior
To sum up, OB is concerned with study of how and what people act in organisations and how their actions affect the performance of the organisation. It applies the knowledge gained about individuals, groups and the effect of structure on human behaviour in order to make organisation work more effectively.

Scope of Organizational Behavior

Organisational Behaviour

Structure Culture Change Development

STRUCTURE

Why study OB ?

Why study OB ?
The knowledge of OB helps the managers know individual employees better and motivate employees to work for better results. To have a better understanding of self, self in relation to others and improving the interpersonal relations in an organisation. To understand group dynamics To helps us understand human behaviour and apply it to improve organisation effectiveness.

Challenges and Opportunity for OB

Responding to Globalization Ex Managers transferred to foreign country and have to manage workforce with different in needs , attitudes. Managing Workforce Diversity Managers need to understand workforce culture and know how to manage and get work done effectively. Ex Different age group, gender , knowledge levels. Improving Quality and Productivity Manage human resources to deliver quality products and services to customers.

Mintzbergs Managerial Roles

Mintzbergs Managerial Roles

Mintzbergs Managerial Roles (contd)

Mintzbergs Managerial Roles (contd)

What skills do Managers Need ?

A skill is an ability to translate knowledge into action that results in a desired performance. Categories of Skills Technical Human Conceptual

What skills do Managers Need ?

Contributing Disciplines to the OB Field

OB is an applied behavioral science. It has drawn heavily from a number of other applied inter - disciplinary behavioral disciplines of psychology, sociology, social psychology, anthropology and political science.

Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Basic OB Model, Stage I

OB Model
Models are framework or possible explanations why do people behave as they behave at work. Two sets of variables in the OB Model : 1. Dependent Variables 2. Independent Variables Dependent Variables Productivity Absenteeism Turnover Job satisfaction Organisational Citizenship

The Dependent Variables

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Independent Variables

Independent Variables

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

The Independent Variables

Individual Level Variables
Biographical characteristics ( age, gender ) Personality characteristics ( extrovert, introvert) Emotional framework Values & Attitudes Basic Ability levels Interpersonal relationships & interpersonal conflicts Group cohesiveness Trust and openness Commitment Leadership

Group Level Variables

The Independent Variables

Organisation System Level Variables
Organisation Culture Organisational Structure HR Policies & Practices

Types of Organizational behavior models

Autocratic Basis of Model Managerial Orientations Employee orientation Power Authority Obedience Custodial Economic sources Money Security and benefits Dependence on organisation Security Passive cooperation Supportive Leadership Support Job performance Participation Collegial Partnership Teamwork Responsible behaviour Self discipline Self Actualisation Moderate Enthusiasm

Employee Dependence psychological on boss result Employee needs met Performance Result Subsistence Minimum

Status and Recognition Awakened drives