Organizational Behavior Fundamentals

1. Organizational Behavior Fundamentals 1.1 Definition of Organizational Behavior 1.2 Contributing Disciplines to the OB field 1.3Managing Organizations 1.4 Effectiveness 1.5 OB Challenges and Opportunities

2. T E N T H E D I T I O N ORGANIZATIONAL BEHAVIOR

3. What Managers Do • Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals

4. Where Managers Work

5. Planning Organizing Controlling Leading Management Functions ManagementFunctions

6. Management Functions (cont’d)

7. Management Functions (cont’d)

8. Management Functions (cont’d)

9. Management Functions (cont’d)

10. Mintzberg’s Managerial Roles 1-1a E X H I B I T

11. Mintzberg’s Managerial Roles (cont’d) 1-1b E X H I B I T

12. Mintzberg’s Managerial Roles (cont’d) 1-1c E X H I B I T

13. Management Skills

14. Effective Versus Successful Managerial Activities (Luthans) • Traditional management • Decision making, planning, and controlling • Communications • Exchanging routine information and processing paperwork • Human resource management • Motivating, disciplining, managing conflict, staffing, and training • Networking • Socializing, politicking, and interacting with others

15. Allocation of Activities by Time 1-2 E X H I B I T

16. Seatwork: 1 Whole sheet of paperIdentify one manager and be able to discuss his/her activities. Explain why would you categorize this manager as average, successful or effective manager

17. Enter Organizational Behavior

18. Contributing Disciplines to the OB Field 1-3a E X H I B I T

19. Contributing Disciplines to the OB Field (cont’d) 1-3b E X H I B I T

20. Contributing Disciplines to the OB Field (cont’d) 1-3c E X H I B I T

21. Contributing Disciplines to the OB Field (cont’d) 1-3d E X H I B I T

22. Contributing Disciplines to the OB Field (cont’d) 1-3f E X H I B I T

23. Enter Organizational Behavior

24. Contributing Disciplines to the OB Field 1-3a E X H I B I T

25. Contributing Disciplines to the OB Field (cont’d) 1-3b E X H I B I T

26. Contributing Disciplines to the OB Field (cont’d) 1-3c E X H I B I T

27. Contributing Disciplines to the OB Field (cont’d) 1-3d E X H I B I T

28. Contributing Disciplines to the OB Field (cont’d) 1-3f E X H I B I T

29. Managing Organizations The Organization’s Environment • How an organization is structured and operates depends on • The needs of customers or clients • Legal and political constraints • Economic and technological changes • Managers work in an increasingly unpredictable environment

30. Managing Organizations Behavior Within Organizations • Determinants of individual performance • Individual Characteristics • Individual motivation • Group behavior • Leadership • Power and politics • Intergroup behavior, conflict • Reward and appraisal systems • Groups and interpersonal influence

31. Managing Organizations Organizational structure refers to the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities. • Includes not only diagramming which employees report to which managers but also: 1. Reporting relationships, but it also relates to job design, 2. Information flow 3. Work standards and rules 4. Team dynamics 5. Power relationships

32. Managing Organizations Processes • Process is a systematic arrangement of actions design to achieve specific outcomes There are several techniques being used.

33. Effectiveness

34. Challenges and Opportunity for OB • Responding to Globalization • Managing Workforce Diversity • Improving Quality and Productivity • Responding to the Labor Shortage • Improving Customer Service

35. Challenges and Opportunity for OB (cont’d) • Improving People Skills • Empowering People • Coping with “Temporariness” • Stimulation Innovation and Change • Helping Employees Balance Work/Life Conflicts • Improving Ethical Behavior