Introduction to Organizational Behaviour

Introduction to Organizational Behaviour - Transcript

Introduction to Organizational Behaviour

What Managers Do What Managers Do
Managers
Individuals who achieve goals through other people

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

Where Managers Work 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

Management Functions Management Functions
Planning Planning Organizing Organizing

Management Management Functions Functions
Controlling Controlling Leading Leading

Management Functions cont d Management Functions cont d
Planning
A process that includes defining goals establishing strategy and developing plans to coordinate activities

Management Functions cont d 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

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

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

Mintzberg s Managerial Roles Mintzberg s Managerial Roles

Mintzberg s Managerial Roles cont d Mintzberg s Managerial Roles cont d

Mintzberg s Managerial Roles cont d Mintzberg s Managerial Roles cont d

Management Skills 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

ESSENTIAL MANAGERIAL SKILLS
CONCEPTUAL SKILLS The ability to solve complex problems HUMAN SKILLS The ability to work well with people TECHNICAL SKILLS The ability to perform specific tasks Lower level Managers Middle level Managers Upper level Managers

Effective Versus Successful Managerial Effective Versus Successful Managerial Activities Activities
1 Traditional management 1 Traditional management
Decision making planning and controlling Decision making planning and controlling

1 Communication 1 Communication
Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork

1 Human resource management 1 Human resource management
Motivating disciplining managing conflict staffing Motivating disciplining managing conflict staffing aandtraining nd training

1 Networking 1 Networking
Socializing politicking and interacting with others Socializing politicking and interacting with others

Allocation of Activities by Time Allocation of Activities by Time

3

What is Organizational Behavior
OB investigates the impact that individuals groups and structure have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization s effectiveness

Putting People First
People are the key
Sam Walton

The inventory the value of my company walks out the door every evening
Bill gates

People are definitely a company s greatest asset It doesn t make any difference whether the product is cell phones or cars or cosmetics A company is only as good as the people it keeps Anil Ambani

Continued
Successful organizations put their people first NOKIA HP TATA Group Putting people first generates a committed workforce and positively affects the bottom line People will work harder when they feel they have more control and say in their work A large part of the success in any management job is developing good interpersonal or people skills

Continued
An organization that applies good people management practices can have
Higher Employee Engagement Better Financial Results Customer Satisfaction A Strong Reputation That Attracts Talent Better Retention of Key Talent Control over attrition

Grow Talent 2006 Hewitt Associates 2007

Basic Objectives
To learn about self and others To become familiar with team work To enhance interpersonal skills Most of the problems in an organization are related to people Knowledge of OB helps in maintaining cordial relation

Goals of Organizational Behaviour Goals of Organizational Behaviour

Prediction Explanation

Control

Intuition

Complementing Intuition with Complementing Intuition with Systematic Study Systematic Study

Gut feelings about why I do what I do and what makes others tick

Systematic study
Looking at relationships attempting to attribute causes and effects and drawing conclusions based on scientific evidence Provides a means to predict behaviors

Components of Organizational Behaviour

The Organization
Change Organizational culture Decision making Leadership

The Group
Negotiation Conflict Communication Groups and teams

Power and politics

The Individual
Emotions Values and attitudes Perception Personality

Motivating self and others

Contributing Disciplines

Fundamental Assumptions
Individuals are different Behaviour of an individual is caused not random Largely individual behaviors is predictable OB believes in a whole person approach Individuals are to be treated fairly and respectfully There exists mutuality of interest between organisation and people Organisations are part of the social systems OB has few absolutes One needs to take a contingency approach in OB

There Are Few Absolutes in OB
Contingency variables It Depends
Situational factors that make the main relationship between two variables change e g the relationship may hold for one condition but not another In Country 1

x x

May be related to

y y

In Country 2

May NOT be related to

Certain Characteristics of OB
OB is a applied behavioural science It is interdisciplinary in nature It replaces intuition with systematic study It is not based on broad generalizations OB analysis requires a contingent approach

Challenges Opportunities for OB
Responding to globalization Managing diversifies workforce Improving quality productivity Responding to labour shortage Improving customer service Stimulating innovation and change Improving People Skills Empowering people

A Downside to Empowerment

continued
Coping with Temporariness Working in Networked Organizations Helping Employees Balance Work Life Conflicts Improving Ethical Behavior

Basic OB Model