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HBO Lesson 1

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17 views16 pages

HBO Lesson 1

Uploaded by

glydel jubay
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Lesson 1:

An Introduction to Organizational
Behavior
Learning Outcomes:
At the end of the unit, the learners will be able to:

1. Define organizational behavior.

2. Identify the different roles, skills and activities of management.

3. Identify challenges and opportunities in applying OB concepts.

4. Describe the OB model.

5. Describe the key employability skills gained from studying OB that are applicable to
future careers.
Chapter Topics:
 Definition of organizational behavior

 Management and organizational behavior

 The Management: activities, roles and skills

 Disciplines that contribute to OB

 Managers' challenges and opportunities in applying OB concepts

 The basic OB model

 Employability skills crucial to success


Organizations and Management

“Organizations are only as effective as


the people who comprise them.”
 Thus, the need to understand the people in the workplace, as well as how we make
decisions, communicate and interact with one another.

 2016 Deloitte Global business trend report: “Organizations have figured out that they
need to understand what makes people join, perform well in and stay in an
organization; who will likely be successful; who will make the best leaders; and what is
required to deliver the highest-quality customer service and innovation.”
Critical Organizational Outcomes from Incorporating OB principles
Incorporating OB principles can help organizations to manage negative aspects and
outcomes of work.

 Generate superior financial performance due to their attention to OB.

 Developing managers’ and employees’ interpersonal skills helps organizations attract


and keep high-performing employees.

 Strong associations exist between the quality of workplace relationships and employee
job satisfaction, stress, and turnover. Social relationships among coworkers and
management are strongly related to overall job satisfaction.

 An emphasis on OB can foster awareness for organizations’ environmental, social and


sustainable performance.
Concept: Organization & Management
Organization Management

 A group of people who collaborate to achieve  The act of bringing people together on a
common platform to achieve predefined
common or shared goals and objectives.
goals with the available resources in an
efficient and effective manner.
 The way people collaborate in an organization

is influenced by several factors, including the  A continuous process of Planning, Organizing,


Leading and Controlling an organization to
values in their culture, the nature of their
achieve its goals.
leadership, and the types of current needs

they are working to address.


Who’s Who in the World of Work
 Workers are people in organizations who get things done. As individuals,
members of work groups, teams or organizations, they contribute to the
accomplishment of goals (contract workers, contractors, freelancers, temporary).

 Manager (or administrator in a non-profit organization) is an individual who


achieves goals through other people. They make decisions, allocate resources
and direct others’ activities to attain goals.

 Organization is 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.
What Managers Do

1. Communicate with direct reports

2. Spend more time interacting with others

3. Always in action
Management Activities:
1. Planning function encompasses defining an organization’s goals,
establishing an overall strategy for achieving those goals and
developing a comprehensive set of plans to integrate and coordinate
activities.

2. Organizing is 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 Activities:
3. Leading is a function that includes motivating employees, directing
others, selecting the most effective communication channels and
resolving conflicts.

4. Controlling is the management’s function of monitoring activities to


ensure that they are being accomplished as planned and correcting
any significant deviations.
The Roles Managers Play
Minztberg’s Managerial Roles:
Informational Roles:

 Monitor – the manager receives a wide variety of information and serves


as nerve center of internal and external information of the organization.

 Disseminator – the manager transmits information received from


outsiders or from other employees to member of the organization

 Spokesperson – the manager transmits information to outsiders on


organization’s plans, policies, actions and results and serves as an expert
on organization’s industry.
Minztberg’s Managerial Roles:
Interpersonal Roles:

 Figurehead – the manager is the symbolic head and is required to


perform a number of routine duties of a legal or social nature.

 Leader – the manager is responsible for the motivation and direction


of employees

 Liaison – the manager maintains a network of outside contacts who


provide favors and information
Minztberg’s Managerial Roles:
Decisional Roles:

 Entrepreneur – searches the organization and its environment for


opportunities and initiates projects to bring about change.

 Disturbance handler – responsible for corrective action when the


organization faces important, unexpected disturbances.

 Resource allocator – makes or approves significant organizational decisions

 Negotiator – responsible for representing the organization at major


negotiations
Management Skills
 Technical skills encompass the ability to apply specialized knowledge or
expertise. Not all technical skills have to be learned in schools or other
traditional training programs. All jobs require some specialized expertise and
many people develop their technical skills on the job.

 People skills is the ability to understand, communicate with, motivate and


support other people, both individually and in groups. Many people may be
technically proficient but poor listeners, unable to understand others’ needs or
weak at managing conflicts. Managers must have good people skills because
they need to get things done through other people.
Management Skills
 Conceptual skills is the mental ability to analyze and diagnose complex
situations.

 Decision making, for instance, requires managers to identify problems,


develop alternative solutions to correct those problems, evaluate alternative
solutions and select the best one. after they have chosen a course of action,
managers must organize a plan of action and execute it.

 The ability to integrate new ideas with existing processes and innovate on the
job are also crucial conceptual skills.

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