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XSDCD

The document discusses organizational behavior and introduces some of the key concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It describes the typical activities of managers as making decisions, allocating resources, and directing others to achieve goals. It also outlines some of the main contributing disciplines that inform the field of organizational behavior, including psychology, sociology, communication, and management. Finally, it discusses some of the challenges and opportunities for organizational behavior, such as responding to globalization, managing diversity, and improving ethics.

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Mohsin Ali
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207 views32 pages

XSDCD

The document discusses organizational behavior and introduces some of the key concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It describes the typical activities of managers as making decisions, allocating resources, and directing others to achieve goals. It also outlines some of the main contributing disciplines that inform the field of organizational behavior, including psychology, sociology, communication, and management. Finally, it discusses some of the challenges and opportunities for organizational behavior, such as responding to globalization, managing diversity, and improving ethics.

Uploaded by

Mohsin Ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ORGANIZATIONAL BEHAVIOR

Lecture 1
What is Organizational Behavior?

What
What Managers
Managers Do
Do

Managerial
ManagerialActivities
Activities
Make
Makedecisions
decisions
Allocate
Allocateresources
resources
Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

Where
Where Managers
Managers Work
Work

Management
Management Functions
Functions

Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

Management
Management Functions
Functions (contd)
(contd)

Management
Management Functions
Functions (contd)
(contd)

Management
Management Functions
Functions (contd)
(contd)

Management
Management Functions
Functions (contd)
(contd)

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles

EXHIBIT

1-1a

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

EXHIBIT

1-1b

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

EXHIBIT

1-1c

Management
Management Skills
Skills

Management
Management Levels
Levels

Goals
Goals ,, Objectives
Objectives && Strategies
Strategies
Goals & Objectives
Goals are broad, objectives are narrow
Examples:
Goals: knows about the human body.
Objectives: LWBAT name all of the bones in the human body as stated
in the medical textbook "The Human Body".
Goals: I want to achieve success in the field of genetic research and do
what no one has ever done.
Objectives: I want to complete this thesis on genetic research by the end
of this month.

Strategy
A plan of action or policy designed to achieve a major or overall aim or
is a high level plan to achieve one or more goals

Enter
Enter Organizational
Organizational Behavior
Behavior

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field

EXHIBIT

1-3a

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

EXHIBIT

1-3c

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

EXHIBIT

1-3b

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

EXHIBIT

1-3d

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB
1. Responding to Globalization:
Increased foreign assignments
Working with people from different cultures
2. Managing workforce diversity:
Gender, race, national origin, age, disability,
Changing demographics
Workforce diversity can increase creativity and
innovation in organizations as well as improve decision
making by providing different perspective on problem.

3. Improving customer services:


Todays managers understand that success of any effort
at improving services must include their employees.
4. Improving people skills:
Well present relevant concepts and theories that can help
you explain and predict the behavior of people at work.
Learn a ways to motivate people
How to be a better communicator
How to create more effective teams

Stimulating innovation and change


Todays successful organizations must foster innovation
and master the art of change or theyll become
candidate for extinction.
An organizations employees can be the impetus for
innovation and change or they can be a majors
stumbling block.
The challenge for managers is to stimulate their
employees creativity and tolerance for change.

Coping with temporariness:


Managing today would be more accurately described as
long periods of ongoing change, interrupted
occasionally by short periods of stability!
The actual jobs that workers perform are in a permanent
state of flux.
So workers need to continually update their knowledge
and skills to perform new job requirements.

Helping employees balance work/life conflicts:


A number of forces have contributed to blurring the lines
between employee work and personal lives.
First, the creation of global organizations means their
world never sleeps.
Second, communication technology allows employee to do
their work at home, in their car, or on the beach in
Tahiti.
Third, organizations are asking employees to put in
longer hours.
Finally, fewer families have only a single breadwinner

Improving ethical behavior:


Members of organizations are increasingly finding
themselves facing ethical dilemmas, situations in which
they are required to define right and wrong conduct.
In recent years, the line differentiating right from wrong
has become even more blurred.
Managers and their organizations are writing and
distributing codes of ethics to guide employees through
ethical dilemmas.

Basic
Basic OB
OB Model
Model

EXHIBIT

1-6

1. Individual behavior
values, attitudes, perception, and learning
the role of personality and emotions
motivation issues
2. Group behavior
Group behavior model
Ways to make teams more effective
Communication issues and group decision making
Leadership, trust, power, politics, conflict and negotiation
3. Organizational behaviors
Culture, structure, .

The
The Dependent
Dependent Variables
Variables

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

The
The Independent
Independent Variables
Variables

Independent
Independent
Variables
Variables

Individual-Level
Individual-Level
Variables
Variables

Group-Level
Group-Level
Variables
Variables

Organization
Organization
System-Level
System-Level
Variables
Variables

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