Organizational
Behavior
(MGT-502)
Lecture-2
Summary
of
Lecture-1
The study of individual
behavior and group
dynamics in
organizational settings
Understand
organizational
events
Organizational
Behavior
Research
Influence Predict
organizational organizational
events events
Today’s Topics
Course of OB
The purpose of the course is to
improve your ability to understand
organizations and to act effectively in
them.
This course is a study of human and
work behavior in the workplace and
within society
The purpose of OB is to understand
people in organizations, to provide
managers and practitioners with
effective management tools, and
to help organizations achieve their
goals.
Organizational Behavior
How How
people behave in organizations
organizations use human
resources to
achieve goals
Part-I The Individual
Ability & Learning
Values, Attitudes and Job Satisfaction
Personality & Emotions
Perception & Individual Decision Making
Basic Motivation Concepts
Motivation and its Applications
Part-II The Group
Foundation of Group Behavior
Group and Team Work
Functions of Communication
Basic Approaches to Leadership
Contemporary Issues in Leadership
Power and Politics
Conflict and Negotiation
Part-III The Organization System
Organizational Structure
Work design and Technology
HR Policies and Practices
Organizational Culture
Organizational Change
Stress Management
Basic OB Model
Organization
Organization
systems
systems level
level
Group
Group
level
level
Individual
Individual
level
level
Performance Management
Organizational Performance
Efficiency: A measure of how well
resources are used to achieve a goal.
“Doing Things Right”
Effectiveness: A measure of the
appropriateness of the goals chosen (are
these the right goals?), and the degree to
which they are achieved.
“Doing the Right Things Right”
TWO PERFORMANCE DIMENSIONS
Efficiency= Effectiveness=
making best use of choosing effective
resources in achieving goals and achieving
goals them
People
Money
Machines
Materials
Doing things right Doing the right things
Course Structure
Readings
Lectures
Assignments
Exam
Recommended
Books
Organizational Behavior by Stephen P. Robbins
Behavior in Organizations by J. Greenberg and
R. A. Baron or
Organizational Behavior by Fred Luthans or
Understanding Organizational Behavior, by
Debra L. Nelson and James Campbell Quick. Or
Any other on this subject available in the market.
Coming back to
the subject…..
the OB
What
Managers do?
Managers….Individuals
who achieves goals
through other people.
What Managers Do
Gets things done through other
people
Make decisions, allocate
resources, and direct the activities
of others to attain goals
Do their work in an organization
Four Management Functions
Planning Leading
Organizing Controlling
New Managerial Functions
To provide leadership and direction
Total Quality Continuous
Management Improvement
Total Quality Management--a concept
popularized by W. Edwards Deming to promote
customer satisfaction through continuous
improvement of business processes.
Continuous improvement requires all
employees to improve the quality of products or
services on an on-going basis. Managing
quality becomes everyone’s job.
The 4-P Cycle of Continuous
Improvement
People
(Skilled, motivated
people who can handle
change. Less stress.)
Productivity Products
(Less wasteful, more (Satisfied customers
efficient use of all because of better
resources.) quality goods/services.)
Processes
(Faster, more flexible,
leaner, and ethical organizational
processes. Organizational learning.)
Management
Roles
Interpersonal
Roles
Figurehead
Leader
Set of expected Liaison
behaviors associated Informational
with a manager Roles
Monitor
Learned and developed
Disseminator
Vary by level in the Spokesperson
organization Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
28
Managerial Skills
Technical Skills
Ability or proficiency Analytical Skills
in performing Decision-making
particular tasks Skills
Learned and Computer Skills
developed Human Relations
Skills
Vary by level in the
organization Communication Skills
Conceptual Skills
30
Skill Type Needed by Manager
Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual Human Technical
Skills Exhibited by an
Effective Manager
1. Clarifies goals and objectives for everyone involved
2. Encourages participation, upward communication,
and suggestions
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to
answer organization-related questions
5. Facilitates work through team building, training,
coaching and support
6. Provides feedback honestly and constructively
7. Keeps things moving by relying on schedules,
deadlines, and helpful reminders
8. Controls details without being over-bearing
9. Applies reasonable pressure for goal
accomplishment
10. Empowers and delegates key duties to others
while maintaining goal clarity and commitment
11. Recognizes good performance with rewards and
positive reinforcement
Evolution of the 21st-
Century Manager
Past Managers Today’s Managers
Primary Role Order giver, privileged Facilitator, team
elite, manipulator, member, teacher,
controller advocate, sponsor
Learning & Periodic learning, narrow Continuous life-long
Knowledge specialist learning, generalist
with multiple
specialties
Compensation Time, effort, rank Skills, results
Criteria
Cultural Orientation Monocultural, Multicultural,
monolingual multilingual
Where do managers work?
in organizations!
t o p
s s
et ’ r e
L th e
i
Summary
Basic OB Model
Organization
Organization
systems
systems level
level
Group
Group
level
level
Individual
Individual
level
level
What Managers Do?
Gets things done through other
people
Make decisions, allocate
resources, and direct the activities
of others to attain goals
Do their work in an organization
New Managerial Functions
To provide leadership and direction
Total Quality Continuous
Management Improvement
Evolution of the 21st-
Century Manager
Next….
Organizations: The
Important Component
Organizational
Behavior
(MGT-502)
Lecture-2
Past Managers Today’s Managers
Primary Source of Formal authority Knowledge (technical
Influence interpersonal)
View of People Potential problem Primary resource
Primary Vertical Multidirectional
Communications
Pattern
Decision-Making Limited input for Broad-based input for
Style individual decisions joint decisions
Past Managers Today’s Managers
Nature of Inter- Competitive (win-lose) Cooperative (win-win)
personal
Relationships
Handling of Power Hoard Share
and Key
Information
Approach to Resist Facilitate
Change