MGT 201: Organizational Behavior Section: 1 & 6
Download
Report
Transcript MGT 201: Organizational Behavior Section: 1 & 6
MGT 321: Organizational Behavior
CHAPTER 1: WHAT IS OB?
L E C T U R E R : TA S N U VA C H A U D H U RY
(TCY)
SPRING 2015
LEARNING OBJECTIVES
Understand the importance of interpersonal skills
Roles of managers and management skills
Define and understand organizational behavior
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that contribute
to OB.
Identify the challenges and opportunities managers have in
applying OB concepts.
Compare the three levels of analysis of the OB model.
Importance of Interpersonal Skills
Technical and Quantitative skills are important
Leadership and communication skills are crucial to distinguish
managers
Organizational benefits of positive social relationships
Developing manager’s interpersonal skills attract high performing
employees
Low turnover and low work stress
Strong correlation to overall job satisfaction
Superior financial performance
Role of Managers
What do managers do?
They get things done by other people to achieve organization’s goals
Oversee activities of others
Make decisions
Allocate resources
What is an 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
Managers
Plan
Organize
- What tasks to be
- Define roles
done
- Establish
-Who should do
strategy
them
- Develop plans to
-Who reports to
coordinate
whom
activities
-Where decisions
are to be made
Lead
Control
-Motivate
Employees
-Monitor activities
-Directing others to ensure they are
as per plan
-Selecting most
effective
-Correct any
communication
deviations
channels
-Resolve conflict
Management Roles
Interpersonal Roles
Figurehead, Leader, Liaison
Informational Roles
Monitor, Disseminator, Spokesperson
Decisional Roles
Entrepreneur, Disturbance handler,
Resource allocator, Negotiator
Management Skills
Technical Skills
Specialized knowledge or expertise learned through extensive formal
education, training programs or on the job
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
Managerial Activities
Fred Luthans and his associates looked at 4 types of managerial
activities from a somewhat different perspective.
Traditional Management
Communication
Exchanging routine information and processing paperwork
Human Resource Management
Decision making, planning, and controlling
Motivating, disciplining, managing conflict, staffing, and training
Networking
Socializing, politicking, and interacting with others
Effective vs. Successful Managerial activities
Average Managers
Successful Managers
Networking
19%
32%
Networking
13%
Human Resource
Management
Human Resource
Management
48%
Communication
Communication
28%
20%
Traditional
Management
Traditional Management
29%
11%
Effective Managers
19%
11%
Networking
26%
Human Resource Management
Communication
Traditional Management
44%
Organizational Behavior
OB: 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 an
organization’s effectiveness.
Complementing intuition with systematic study
Intuition
• Gut feelings
• Individual observation
• Common sense
• Looks at relationships
• Scientific evidence
Systematic
• Predicts behaviors
Study
Evidence Based Management
Evidence Based Management (EBM)
Basing managerial decisions on the best available scientific
evidence
Pose a managerial question
Search for best available evidence
Apply relevant information to case
Intuition
Intuition – “gut feeling”
Intuition can be based on incomplete information
Company can be ‘at the right place at the right time’ and
without reliance of any empirical evidence
Systematic study can be time consuming
Evidence should be used as much as possible to form
intuition and experience
Other Disciplines
Psychology
Social
Psychology
Sociology
Anthropology
Toward an OB Discipline
Exhibit 1-3
Challenges and Opportunities of OB
Challenges and Opportunities of OB:
Responding to Economic Pressures
Responding to Globalization
Managing Workforce Diversity
Some other challenges and opportunities include:
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior
Responding to Economic Pressures
Effective management is important during hard economic
times.
Managing employees is difficult during hard times.
Managers need to understand and handle how to reward,
satisfy and retain employees
Managers also need to handle issues such as stress, decision
making, and coping during difficult times.
Responding to Globalization
Increased foreign assignments
Working with people from different
cultures
Overseeing movement of jobs to
countries with low-cost labor
Managing Workforce Diversity
Embracing diversity
Changing demographics
Changing management philosophy
Recognizing and responding to differences
Developing an OB Model
A model is an abstraction of reality – a simplified representation
of some real-world phenomenon.
Our OB model has three levels of analysis
Types of Study Variables
Independent (X)
-The
presumed cause of the
change in the dependent
variable (Y)
-This is the variable that OB
researchers manipulate to
observe the changes in Y
Dependent (Y)
-This
is the response
to X
-It is what the OB
researchers want to
predict or explain
Dependent Variables in OB
Productivity
Transforming inputs to outputs at lowest cost. Includes the concepts of
effectiveness (achievement of goals) and efficiency (meeting goals at a low
cost).
Absenteeism
Failure to report to work – a huge cost to employers.
Turnover
Voluntary and involuntary permanent withdrawal from an organization.
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational norms and
thereby threatens the well-being of the organization and/or any of its
members.
Dependent Variable contd.
Organizational Citizenship Behavior (OCB)
Discretionary behavior that is not part of an employee’s formal job
requirements, but that nevertheless promotes the effective
functioning of the organization.
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a positive
feeling of one's job resulting from an evaluation of its characteristics.
Independent Variable
The independent variable (X) can be at any of these three levels
in this model:
Individual
Biographical characteristics, personality and emotions, values and
attitudes, ability, perception, motivation, individual learning, and
individual decision making
Group
Communication, group decision making, leadership and trust, group
structure, conflict, power and politics, and work teams
Organization System
Organizational culture, human resource policies and practices, and
organizational structure and design
OB Model (Exhibit 1-5)
Summary
Managers need to develop their interpersonal skills to be
effective.
OB focuses on how to improve factors that make organizations
more effective.
The best predictions of behavior are made from a combination of
systematic study and intuition.
Situational variables moderate cause-and-effect relationships.
There are many OB challenges and opportunities for managers
today.
OB Model