NGUYEN NGOC HIEN - [email protected].

VN

INTRODUCTION TO
•N G U Y E N N G O C H I E N

•N G O C H I E N . H N V N @ G M A I L . C O M
O R G A N I Z AT I O N A L •H U M A N R E S O U R C E M A N A G E M E N T
BEH AV IO R D E P A R T M E N T

•N A T I O N A L E C O N O M I C S U N I V E R S I T Y
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W H AT I S
O R G A N I Z AT I O N A L
BE H AV I O R ?

Organizational behavior (OB) is a field

P ROCESS
of study that investigates the impact
that individuals, groups, and structure 1.1 Organizational behavior and
Management Functions, Roles and Skills
have on behavior within organizations,
for the purpose of applying such
knowledge toward improving an 1.2 Organizational Behavior Functions
organization’s effectiveness
1.3 Challenges and Opportunities for
OB is the study of what people do in an Organizational Behavior
organization and how their behavior
affects the organization’s performance
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1.1 ORGANIZATION AL BEHAVIOR AN D

MANAGEMENT FUNCTIONS, ROLES AND SKILLS

1.1.1 Management Functions?

Planning

PROCESS
Each step builds
on each other Controlli Manag Organizi
ng
er ng

Leading
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Creates a detail action plan aim at some organization goal

In simple term: deciding in advance

- What is to be done
- When is to be done
- How is to be done
- By whom it is to be done

Bring the gap between where we are & where we want to go

PLANNING

Include selection of objectives, policies, procedures and

programs from among alternatives
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Melissa the marketing manager has a goal of increasing sales during the month of February. Melissa
needs to first spend time mapping out the necessary steps she and her team of sales
representatives must take so that they can increase sales numbers. These steps might include things
like
• Increasing advertisements in a particular region
• Placing some items on sale

• Increasing the amount of required customer-to-sales rep contact

• Contacting prior customers to see if they are interested in purchasing additional products.

The steps are then organized into a logical pattern so that Melissa and her team can follow them.
Planning is an ongoing step, and can be highly specialized based on organizational goals,
division goals, departmental goals, and team goals. It is up to the manager to recognize
which goals need to be planned within his or her individual area.

EXAMPLE
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ORGANIZING
Example
This step requires Melissa to
• Determine how to distribute resources - Determine how she will distribute
and organize employees according to the resources and organize her
plan employees according to the plan.
- Identify different roles and ensure
• The ways and means through which it that she assigns the right amount of
will be easier to achieve what has been employees to carry out her plan.
planned - Delegate authority, assign work,
and provide direction so that her
- Identification and Division of work
team of sales representatives can
- Departmentalization work towards higher sales numbers
- Assignment of duties without having barriers in their way.
- Establishing reporting relationship
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Benefit of specialization
Clarity in working
relationship
Optimum utilization of
resource
Adaptation to change
ORGANIZING
Effective administration
Development of personnel
Expansion and growth
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• When managers motivate employees, direct their activities, select the most
effective communication channels, or resolve conflicts among members,
they’re engaging in leading.
• Instructing & motivating subordinates to carry out tasks

• It is the responsibility of managers to communicate company goals and

policies to subordinates. The commanding of subordinates should always be
consistent with company policies, and every manager should treat
subordinates in line with the standards of the company

This will enable managers to command their teams;

• Knowing all about each member of their team

LEADING • Dealing with incompetent team members

• Being fully aware of the agreements between employees and the

organisation for example employee contracts and Human Resources (HR)
policies.
• Carry out audits of the organization and take remedial action to deal with
unsatisfactory areas
• Lead by example

• Work together with other managers to achieve corporate and common goals
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CONTROLLING
• Evaluate the result
against the goals Establishing
Standard
• Controlling the team
and resources so
Measuring
Taking
that the plan is corrective
actual
performanc
implemented as action
e
planned and in
accordance with the
organization's rules
and procedures
Analysis
Comparing
deviation
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1.1.2 MANAGERIAL ROLES

AND SKILLS
N A T U R E O F M A N A G E M E N T
D U T I E S
H . M I N T Z B E R G – M A N A G E M E N T
R O L E S ( 1 9 8 0 )

• Interpersonal roles: management is

considered as an interpersonal process

• Informational roles: communication is

manager’s work. A manager is likely to have
a wider network of contacts within and
outside the organization than his
subordinates, so he is the best person to
gather and spread information.

• Decisional roles: his authority and his job is

to make decisions
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INTERPERSONA
L ROLE
Figurehead: performing ceremonial &
social duties as organization’s
representative

Leader: selecting & training team

members, & uniting & inspiring team to
achieve its objectives

Liaison: communicating with people

outside the work unit or the org.: building
up an informal system of info. exchange
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I N F O R M AT I O N A
L ROLES

• Monitor: receiving info from

environment & from within org.
• Disseminator: passing on info to
subordinates
• Spokesman: transmitting info to
interested parties outside the work
unit or organization
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Entrepreneur: being ‘fixer’, mobilising

resources to get things done & to seize
opportunities

Disturbance-handler: coping with

unexpected, rectifying mistakes &
getting operations & relationship back
on course if needed
DECISIONA Resources allocator: distributing
L ROLES limited resources in the way that will
most efficiently achieve defined
objectives
Negotiator: barganing
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TYPES OF MANAGERIAL SKILLS

Human relations skills:

Conceptual skills: Technical skills: Ability required to understand
The mental ability to Ability to use the knowledge of a other people and interact
analyze and diagnose specific field, such as accounting, effectively with them,
complex situations engineering, production or sales.
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1 . 2 O R G A N I Z AT I O N A L
B E H AV I O R F U N C T I O N S
E X P L A N AT O RY F U N C T I O N
• Managers need to be able to explain why employees engage in some behaviors rather
than others
PREDICTIVE FUNCTION
• Managers need to be able to predict how employees will respond to various actions and
decisions

CONTROLLING FUNCTION
• Managers need to be able to influence how employees behave.
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1.3 CHALLENGES AND

OPPORTUNITIES FOR
O R G A N I Z AT I O N A L B E H AV I O R
• Managing Workforce Diversity
• 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
• Responding to Globalization