Organizational Behavior and Human Resource Management

1. Organizational Behavior and Human Resource Management Stephen P. Robbins , Organizational Behavior Dessler, Gary, Human Resource Management 11th edition

2. Lecture outline • The importance of interpersonal relationship • Manager’s functions roles and skills • What is organizational behavior? • OB systematic study • Behavioral disciplines that contribute to OB • Challenges and opportunities in applying OB concepts • Three levels of OB model

3. Importance of interpersonal skills • Lets answer the following questions: • What are interpersonal skills? • How can they be developed and enforced? • Can we call them “people skills”? Thus in today’s world technical skills are necessary, but they are not enough to succeed in management. They have to have good people skills> this course is designed to help and develop managers develop those skills.

4. What managers do? • What managers do can be in the following terms • Management functions • Panning • Organizing • Leading • controlling • Management roles • Management skills

5. Managerial Roles • A role is a set of specific tasks a person performs because of the position they hold. • Roles are directed inside as well as outside the organization. • Three broad categories of roles: • Interpersonal • Informational • Decisional Principles of Management

6. Interpersonal role • The interpersonal roles ensure that information is provided. • Figureheads: projecting a set of values, communicating an image • Symbolizes the organization and what it is trying to achieve. • Leader role: needs to be informed, as well as informing. Leadership skills commonly lacking in managers • Train, counsel, mentor and encourage high employee performance. • Liaison Role: developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures. • Link and coordinate people inside and outside the organization to help achieve goals. Principles of Management

7. Informational role • The informational roles link all managerial work together. • Monitor: sifting, sorting, selecting information (to help set the agenda) • Phone, meetings, memos, social functions, mail, public gatherings • Analyzes information from both the internal and external environment. • Disseminator: the passing of relevant information to subordinates. • Managers transmits information to influence attitudes and behavior of employees • Spokesperson: has to be able to express it, have solid verbal skills • That is right message at right times Principles of Management

8. Decisional role • The decisional roles make significant use of the information. • Entrepreneurial: ability to identify opportunities and threats-able to do this in diverse situations-work or leisure. • Disturbance handler: more information available, more likely correct decision is made • Resource allocator: to divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship) • Negotiator: managers need precise and relevant information to facilitate this role. Therefore the best managers. Principles of Management

9. Principles of Management

10. The performance and requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. Principles of Management

11. So what kind of basic skills and knowledge does the managers require?? Principles of Management

12. Managerial knowledge, skills & performance • Knowledge base: • Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g. • Knowledge of industry • Knowledge of product • Knowledge of market • Knowledge of technology • Skill base: • Mangers also need particular skills in order to function effectively in achieving their objective. • Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect. • Human skills: the ability to understand, alter, lead and control people’s behavior • Technical skills: the job specific knowledge required to perform a task. e.g. marketing, accounting and manufacturing. Principles of Management

13. These skills and knowledge are required by the Managers to function in two key ways: • 1. Effectively • An ability to choose and achieve appropriate goals • 2. Efficiently • An ability to make the best use of resources. Principles of Management

14. Technical skills • The technical skill implies an understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures or techniques. Principles of Management

15. Human skills • This refers to the ability to work with, understand and motivate other people. • A person with a highly developed human skills is likely to understand the feelings and emotions of other individuals and groups. Principles of Management

16. Conceptual skills • This skill involves the ability to see the enterprise as a whole. It includes how the various functions of organization depend on one another and how changes in any one part affect all the others. It also extends to the relationship of the individual business to the industry. Principles of Management

17. Vertical differences in Managerial Roles Principles of Management

18. Effective versus successful managers • So we can conclude and say that managers usually spend most of their time in the following managerial activities: • Traditional management • Communication • Human resource management • Networking

19. What is Organizational Behavior (OB)? • It is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge towards improving an organization's effectiveness.

20. It includes topics such as: • Motivation • Leadership behavior • Power • Interpersonal communication • Group structure • Learning • Perception • Change process • Conflict • Work design • Work stress

21. Systematic approach to OB • Systematic study means looking at relationships, attempting to attribute cause and effects and basing your conclusion on scientific evidence, i.e. based on data gathered under controlled conditions measured and interpreted in a certain manner.

22. Disciplines that contribute to OB field • Psychology • Science that seeks to measure, explain and sometimes change the behavior of humans and other animals • Sociology • The study of people in relation to their social environment or culture

23. Social psychology • An area of psychology that blends concepts from psychology and sociology and focus on influence of people on one another • Anthropology • The study of societies to learn about human beings

24. Psychology’s contribution • Deals with individuals • Learning • Motivation • Personality • Emotions • Perception • Training • Job satisfaction • Individual decision making • Performance appraisal • Work design • Work stress

25. Social psychology’s contribution • Deals with groups • Behavioral change • Attitude change • Communication • Group processes • Group decision making • Power • Conflict • Intergroup behavior

26. Sociology’s contribution • Deals with groups and organization system • Communication • Power • Conflict • Intergroup behavior • Formal organization theory • Organizational change • Organizational culture

27. Anthropology’s contribution • Deals with groups and organization systems • Cross cultural analysis • Comparative values • Comparative attitudes • Organizational culture • Organizational environment • Power

28. Human beings are complex • Two people often act differently in different situations • does everyone like complex and challenging work??

29. Challenges and opportunities for OB • Globalization • Increased foreign assignments • Working with people from different cultures • Movement of jobs to countries with low cost labor • Managing people during War on terror • Managing workforce diversity • Embracing diversity • Changing demographics

30. Improving quality and productivity • 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

31. Developing and OB model • The dependent variable • Productivity • Absenteeism • Turnover • Job satisfaction • Deviant workplace behavior – voluntary behavior that violates significant organizational norms which may address any form of job dissatisfaction • Organizational citizenship behavior- discretionary behavior that is not part of an employee’s formal job requirements but that promotes the effective functioning of the organization.

32. The independent variables • Individual level variables • Group level variables • Organization system level variables