1 / 29

What Is Organizational Behavior?

What Is Organizational Behavior?. Learning Objectives. Define organizational behavior (OB) Describe what managers do Explain the value of studying OB List the challenges and opportunities of using OB concepts. Learning Objectives.

rea
Télécharger la présentation

What Is Organizational Behavior?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. What Is Organizational Behavior?

  2. Learning Objectives • Define organizational behavior (OB) • Describe what managers do • Explain the value of studying OB • List the challenges and opportunities of using OB concepts

  3. Learning Objectives • Discover how behavioral science has contributed to the study of OB • Understand why managers must know about OB • Examine the contingency approach to studying OB • Identify the three levels of analysis in this book’s OB model

  4. What is an Organization • consciously coordinated social unit • two or more people • function on a continuos basis • a common goal or set of goals

  5. What is an Organization (Cont’) • Organization as a system • inputs • transformation process • output Transformation Process outputs Inputs

  6. Managers • Who are they? • What they do? • Henry Fayol: plan, Organize, Command, Control. Coordinate, • Four managerial functions • What they really do? • Henry Minzberg: management roles

  7. Controlling Planning The Functions of Management Leading Organizing

  8. Four Managerial Functions • Planning • defining goals, establishing strategy and plan • Organizing • determining tasks, resources, coordinating and decision making • Leading • motivatiung, directing, communicating • Controlling • monitoring and correcting

  9. The Roles of Management • Decisional • entrepreneurial • Disturbance handler • Resource allocator • Negotiator • Interpersonal • Figurehead • leader • liaison • Informational • monitor • disseminator • spokeperson

  10. The Skills That Managers Need Technical the ability to apply specialized knowledge Conceptual the ability to analyze and diagnose situations Human the ability to work with people

  11. Managerial Activities Traditional Management Communication Networking Managing Human Resources

  12. What is Organizational Behavior • A field of study: individual, group and organization • a focus on people • a systematic approach rather than intuition • is behavior predictable?

  13. Levels of OB Analysis Individuals Groups Structures

  14. Individual Differences Fundamental Consistencies Intuition Systematic Study UnderstandingOrganizational Behavior

  15. The Study of Organizational Behavior Psychology Individual Sociology Study of Organizational Behavior Social Psychology Group Anthropology Organization Political Science

  16. Contingency Theory • “it all depends” High Y low X

  17. Challenges facing OB • Responding to globalization • managing workforce diversity • improving quality and productivity • improving people skills • empower people • coping with temps • stimulating innovation and change • improve ethic behavior

  18. Responding to Globalization Working in Foreign Countries Working with Multicultural Diversity

  19. Managing Workforce Diversity • Age • Race • Gender • Ethnicity

  20. Improving Qualityand Productivity Total Quality Management Corporate Reengineering

  21. Improving People Skills People as sources of Competitive Advantage Concepts and Theories Workplace Skills Personal Insight

  22. Empoweringthe Workforce Managers Are Giving Up Controls (coaches, advisers, sponsors, facilitators) Workers Are Accepting Responsibility (partners, associates)

  23. Coping with“Temporariness” (flexibility, spontaneity, and unpredictability) The Nature of Work Is Changing Organizations Are Also Changing

  24. Stimulating Innovationand ChangeBig vs Small • Maintaining flexibility • Improving quality • Introducing new products and services

  25. Improving Ethical Behavior • Provide in-house advisers • Create protection mechanisms • Write and distribute codes of ethics • Give seminars, workshops, & training

  26. Time Overview of the OB Model Organization Systems Level Level III Group Level Level II Individual Level Level I

  27. Productivity • efficiency • effectiveness Absenteeism • Turnover • voluntary • Involuntary Organizational Citizenship Job Satisfaction The Dependent Variables

  28. Independent Variables Individual Group Organization • Biographical Traits • Personality • Values & Attitudes • Ability • Perception • Motivation • Individual Learning • Decision Making • Communication • Other Groups • Conflict • Power & Politics • Group Structure • Work Teams • Leadership • Decision Making • Culture • Structure • Design • Technology • Work Processes • Selection Processes • Training Programs • Appraisal Practices

  29. Overall Course Structure micro Ch2. Foundation of individual behavior Ch3. Values, Attitudes and Job satisfaction Ch4. Personality and Emotions Ch5. Perception and Individual Decision Making Ch6. Basic Motivation Concepts Ch7. Motivation: From Concepts to Applications Ch8. Foundation of Group Behavior Ch9. Understanding Work Teams Ch10, Communication Ch11. Leadership and Trust Ch12. Power and Politics Ch13. Conflict and Negotiation Ch14. Foundation of Organization Structure Ch15. Work Design and Technology Ch16. Human Resource Policies and Practices Ch17. Organizational Culture Ch18. Organizational Change and Stress Management Individual Level Group Level Organiza- tional Level macro

More Related