Embed Size (px)
Citation preview
1–1
"People are the key" – Sam Walton, founder of Wal-Mart.
There are many solutions being offered to deal with the challenges in modern management. However, the simple and most profound solution may be sought by looking at the following notes:
• Only true & lasting competitive advantages comes through human resources and how they are managed.
• The people, their ideas, their productivity, their willing to change and their ability to learn are the main things.
• The fact that human resources do make a difference.• It is only the people who can deal with four 'any':
anybody, anyplace, anytime and anyway environment of the future.
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
1–3
The OrganizationThe Organization
1–4
Some definitions of OB:Some definitions of OB:
“Organizational Behavior is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving and organization's effectiveness,” - Stephen P. Robbins.
“Organizational Behaviour is the study and application of knowledge about how people – as individuals and as groups – act within organizations,” - Keith Davis & John Newstorm.
1–5
What Managers Do?What Managers Do?
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
• What else?
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
• What else?
1–6
Management Functions:Management Functions:
ManagementManagementFunctionsFunctions
ManagementManagementFunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling
1–7
Management Functions (cont’d)Management Functions (cont’d)
1–8
Management Functions (cont’d)Management Functions (cont’d)
1–9
Management Functions (cont’d)Management Functions (cont’d)
1–10
Management Functions (cont’d)Management Functions (cont’d)
1–11
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles
1–12
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
1–13
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
1–14
Management Skills:Management Skills:
1–15
Basic OB Model, Stage I:Basic OB Model, Stage I:
1–16
1–17
1–18
Contributing Disciplines to the O-B Field:Contributing Disciplines to the O-B Field:
1–19
Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)
1–20
Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)
1–21
Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)
1–22
Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)
1–23
The Dependent VariablesThe Dependent Variables
x
y
1–24
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
1–25
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
1–26
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
1–27
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
deviant workforce behaviourVoluntary behaviour that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members.
1–28
The Independent VariablesThe Independent Variables
IndependentIndependentVariablesVariables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
Group-LevelGroup-LevelVariablesVariables
