Organizational Behavior Fundamentals

Organizational Behavior Fundamentals

1.1 Definition of Organizational Behavior1.2 Contributing Disciplines to the OB field1.3Managing Organizations1.4 Effectiveness1.5 OB Challenges and Opportunities

ORGANIZATIONAL BEHAVIOR

T E N T H E D I T I O N

What Managers Do

Managerial Activities• Make decisions• Allocate resources• Direct activities of others

to attain goals

Where Managers Work

Management Functions

ManagementFunctions

Planning Organizing

LeadingControlling

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

Management Functions (cont’d)

E X H I B I T 1-1a

Mintzberg’s Managerial Roles

E X H I B I T 1-1b

Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1-1c

Mintzberg’s Managerial Roles (cont’d)

Management Skills

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management• Decision making, planning, and controlling

2. Communications• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

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

E X H I B I T 1-2

Allocation of Activities by Time

Seatwork: 1 Whole sheet of paper

Identify one manager and be able to discuss his/her activities. Explain why would you categorize this manager as average, successful or effective manager

Enter Organizational Behavior

Contributing Disciplines to the OB Field

E X H I B I T 1-3a

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3b

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3c

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3d

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3f

Enter Organizational Behavior

Contributing Disciplines to the OB Field

E X H I B I T 1-3a

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3b

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3c

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3d

Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1-3f

Managing Organizations

The Organization’s EnvironmentHow an organization is structured and

operates depends on The needs of customers or clients Legal and political constraintsEconomic and technological changes

Managers work in an increasingly unpredictable environment

Managing Organizations

Behavior Within Organizations Determinants of individual performance

Individual Characteristics Individual motivation Group behavior LeadershipPower and politicsIntergroup behavior, conflictReward and appraisal systemsGroups and interpersonal influence

Managing OrganizationsOrganizational structure refers to the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities.

• Includes not only diagramming which employees report to which managers but also:

1. Reporting relationships, but it also relates to job design, 2. Information flow3. Work standards and rules4. Team dynamics5. Power relationships

Managing Organizations

Processes• Process is a systematic arrangement of actions

design to achieve specific outcomesThere are several techniques being used.

Effectiveness

1. Goal Approach2. Systems Theory Approach – views the organization as a unified, purposeful system composed of interrelated parts. 3. Stakeholder Approach-4. Organizational Development and Change

Challenges and Opportunity for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

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