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Bismilla Hir Rahma Nirraheem

. Bismilla Hir Rahma Nirraheem. Organizational Theory & Behavior in Education By Dr. Mahr Muhammad Saeed Akhtar. Some Objectives. Define organizational behavior Describe what managers do Explain the value of the systematic study

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Bismilla Hir Rahma Nirraheem

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  1. . Bismilla Hir Rahma Nirraheem

  2. . Organizational Theory & Behavior in Education By Dr. Mahr Muhammad Saeed Akhtar

  3. Some Objectives • Define organizational behavior • Describe what managers do • Explain the value of the systematic study • List the major challenges and opportunities for managers to use • Identify the contributions made by major behavioral science disciplines to • Describe why managers require a knowledge of • Explain the need for a contingency approach to the study of • Identify the three levels of analysis in this book’s OB model

  4. Mangers • Individual who achieve goals through other people.

  5. Organization • A consciously coordinated social unit, composed or two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

  6. Management Skills Technical Skills: (ability to perform a specific job) • Knowledge and proficiency of processes, procedures and methods (Typing, drawing, designing, preparing budget, teaching, advocating, assembling, Human Skills: Maintaining a network of relationship Organizing and leading people Motivation, Communication, and Group dynamics Conceptual Skills:The mental ability to analyze and diagnose complex situation.

  7. What Managers Do • Planning:Includes Defining goals, establishing strategy, and developing plans to coordinate activities. • Organization: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom , and where decisions are to be made.

  8. . • Leading: Includes motivating empolyees, directing others, selecting the most efrective communication channels, and resolving conflicts. • Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

  9. Management Roles • Interpersonal Roles • Information Roles • Decisional Roles

  10. Organizational behavior • 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 toward improving an organization’s effectiveness

  11. . • Replacing intuition with systematic study

  12. Intuition • A feeling not necessarily supported by research

  13. Systematic Study • Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

  14. . • Contributing disciplines to OB

  15. Psychology • The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

  16. Sociology • The study of people in relation to their fellow human beings.

  17. Social psychology • An area within psychology that bends concepts from psychology and sociology and that focuses on the influence of people on one another.

  18. Anthropology • The study of societies to learn about human beings and their activities.

  19. Political science • The study of the behavior of individuals and groups within a polical environment.

  20. Absolutes in OB Contingency variables • Situational actors; variables that moderate the relationship between two or more other variables and improve the correlation.

  21. Challenges and opportunities in OB • Respond to globalization • Managing workforce diversity • Improving quality and productivity • Improving people skills • Empower people • Coping with temporariness • Stimulating innovation and change • Improving ethical behavior

  22. Workforce diversity • The increasing heterogeneity of organizations with the inclusion of different groups.

  23. Total Quality Management (TQM) • A philosophy of management that is driven by the constant attainment of customer satisfaction thought the continuators improvement of all organizational processes.

  24. Reengineering • Reconsider show work would be done and the organization structured if they were being created from scratch.

  25. Empowering employees • Putting employees in charge of what they do.

  26. Ethical dilemma • Situation in which an individuals is required to define right and wrong conduct

  27. Coming attractions: developing an OB model • A model • Dependent variables • Productivity • Effectiveness • Efficiency • Absenteeism • Turnover • organizational citizenship • Job satisfaction

  28. Model • Abstraction of reality: simplified representation of some real-world phenomenon.

  29. Dependent variable • A response that is affected by an independent variable.

  30. Productivity • A performance measure including effectiveness and efficiency. • Effectiveness • Achievement of goals. • Efficiency • The ratio of effective output to the input required to achieve it.

  31. Absenteeism • Failure to report to work

  32. Turnover • Voluntary and involuntary permanent withdrawal from the organization.

  33. Organizational Citizenship • Discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization.

  34. Job satisfaction • A general attitude toward one’s job; the differnce between the amount of rewards workers receive and the amount they believe they should receive.

  35. Independent variables • The presumed cause of some change in the dependent variable. • Individual level • Group level • Organization systems level

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