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OB Class 1 2

Management involves working with and through others to achieve organizational goals efficiently and ethically. The key functions of management are planning, organizing, leading, and controlling. Managers perform various roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator. Effective management requires technical, human, and conceptual skills. Organizational behavior analyzes how individuals and groups act within organizations and how their behavior impacts performance. It draws from various disciplines including psychology, sociology, social psychology, anthropology, and political science.

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Sandeep Sudheendran
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79 views38 pages

OB Class 1 2

Management involves working with and through others to achieve organizational goals efficiently and ethically. The key functions of management are planning, organizing, leading, and controlling. Managers perform various roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator. Effective management requires technical, human, and conceptual skills. Organizational behavior analyzes how individuals and groups act within organizations and how their behavior impacts performance. It draws from various disciplines including psychology, sociology, social psychology, anthropology, and political science.

Uploaded by

Sandeep Sudheendran
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Management

 Management is the process of


working with and through others
to achieve organizational
objectives efficiently and ethically.
What managers do:
 Managers get things done
through other people. They make
decisions, allocate resources and
direct the activities of others to
attain goals.
What managers do:
Organization: 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.
Management Functions:
 Planning
 Organizing
 Leading
 Controlling
Management Functions:
 Planning: A process that
includes defining goals,
establishing strategy and
developing plans to co-ordinate
activities.
Management Functions:
 Organizing: 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 Functions:
Leading: A function that
includes motivating employees,
directing others, selecting the
most effective communication
channels and resolving conflicts.
Management Functions:
 Controlling: Monitoring
activities to ensure they are
being accomplished as planned
and correcting any significant
deviations.
Management Roles
 Henry Mintzberg (late 1960s)
concluded that managers perform
10 different, highly inter-related
roles or sets of behaviours
attributable to their jobs.
Management Roles
 Interpersonal  Informational
 Figurehead  Monitor
 Leader  Disseminator
 Liaison  Spokesperson
 Decisional
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
Management Roles
Inter-personal
Figurehead Symbolic head; required to perform
a number of routine duties of a
legal or social nature
Leader Responsible for the motivation and
direction of employee

Liaison Maintains a network of outside


contacts who provide favors and
information.
Management Roles
Informational
Monitor Receives wide variety of information;
serves as nerve center of internal and
external information of the organization
Disseminator Transmits information received from
outsiders or from other employees to
members of the organization
Spokes Transmits information to outsiders on
organization's plans, policies, actions, and
person results; serves as expert on organization's
industry
Management Roles
Decisional
Entrepreneur Searches organization and its
environment for opportunities and
initiates projects to bring about change
Disturbance Responsible for corrective action when
handler organization faces important, unexpected
disturbances
Resource Makes or approves significant
allocator organizational decisions
Negotiator Responsible for representing the
organization at major negotiations
Management Skills
Robert Katz has identified three
essential management skills:

 Technical
 Human

 Conceptual
Management Skills
 Technical: The ability to apply
specialized knowledge or expertise.
 Human: 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.
Effective vs. Successful
Managerial Activities
Fred Luthans and his associates studied
more than 450 managers.
 Effective: Defined in terms of the
quantity and quality of their
performance and the satisfaction and
commitment.
 Successful: Defined in terms of the
speed of promotion within the
organization.
Effective vs. Successful
Managerial Activities
 Managerial Activities:
 Traditional Management: Decision
Making, planning and controlling.
 Communication: Exchanging routine
information and processing paperwork.
 HRM: Motivating, disciplining, managing

conflict, staffing and training


 Networking: Socializing, politicking and

interacting with outsiders.


Effective vs. Successful
Managerial Activities
Traditional Commn. HRM Networking
Mgmt

Average 32 29 20 19

Successful 13 28 11 48

Effective 19 44 26 11
Organizational Behaviour
OB is a field of study that investigates
the impact that individuals, groups and
structures have on behaviour within
organizations for the purpose of
applying such knowledge toward
improving an organization's
effectiveness.
Organizational Behaviour
 OB is an interdisciplinary field dedicated
to better understanding and managing
people at work.
 OB is a discipline that deals with the
study and application of knowledge
about how people as individuals and as
groups act within organizations.
Organizational Behaviour
 OB is concerned with the study of what
people do in an organization and how
their behaviour affects the
organization's performance.
Contributing Discipline to OB
 Psychology: The science that seeks to
measure, explain and sometimes
change the behaviour of human beings.

Topics like: Learning, Motivation,


Personality, Emotions, Perception,
Leadership, Attitudes etc.
Contributing Discipline to OB
 Sociology: The study of people in
relation to their fellow human beings.

Topics like: Group dynamics, work


teams, power, conflict, intergroup
behaviour etc.
Contributing Discipline to OB
 Social Psychology: An area within
psychology that blends concepts from
Psychology and sociology and that focuses
on the influence of people on one
another.

Topics like: Attitude change, behavioural


change etc.
Contributing Discipline to OB
 Anthropology: The study of societies
to learn about human beings and their
activities.

Topics like: Cross cultural analysis,


organisational culture etc.
Contributing Discipline to OB
 Political Science: The study of the
behaviour of individuals and groups
within a political environment.

Topics like: Inter-organizational politics,


power etc.
Process : The Base of OB

Process can be defined as the underlying human and behavioural

dimension of an organisation, and various groups and individual

constituting the organisation. Process can be contrasted with

structure on the one hand and with the content on the other.
Process, Content & Structure
Content What

Structure Who

Process How
Process Levels

 The Person: Existential Processes


1. Process of self-awareness
The Interperson: Empathic
Processes
Process of one individual reaching out to
another and establishing a relationship
with him/her
The Role: Coping Processes
Process of Coping with various problems
that impinge on different roles.
Process Levels (contd.)

The Group: Building Processes


Process that go in building of a group
Norms, Traditions, Values, Philosophy, Ethics
- Cohesion
The Intergroup: Collaborative
Processes
Process - Positive and Negative
Competition
Positive and Negative Co-operation
The Organization: Growth Processes
Dynamic Organization - Continuously
growing, Conducive environment
Choice between past glory and
self-renewal
Process Levels (contd.)

The Organization-Environment
Interface: Influence Processes
Framework of societal culture: Political,
Economic, Cultural
Transactional process with environment:
Proactivity vs. Reactivity
The Community: Processes of Social
Awareness
Increasing awareness about social
realities and increasing awareness
about social realities
The Society: Value Processes
The most relevant processes at the level
of the society are related to values and
power.
Challenges and Opportunities
for OB
 Responding to Globalisation
 Managing workforce diversity
 Improving quality & Productivity
 Responding to the coming labour shortage
 Improving customer service
 Improving people skills
 Empowering People
 Stimulating Innovation & Change
 Coping with ‘temporariness’
 Working in networked organisations
 Helping employees Balance work-life conflicts
 Improving Ethical Behaviour

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