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Management of Organizations (OB) MGTO121

Management of Organizations (OB) MGTO121. Dr. Rick D. Hackett Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management. Chapter 1 Management of Organizations. Agenda/Road Map. What is Organizational Behaviour?

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Management of Organizations (OB) MGTO121

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  1. Management of Organizations (OB) MGTO121 Dr. Rick D. Hackett Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management

  2. Chapter 1Management of Organizations

  3. Agenda/Road Map • What is Organizational Behaviour? • OB, Org. Strategy, HR Strategy and Org. Culture • Subject Matter of OB • Science versus intuition • Contributing Disciplines to OB • OB Challenges; Goals • Relevancy of OB to Management

  4. OrganizationalCycle Raw Materials Financial Capital Human Resources Intellectual Capital INPUT Transformation of Resources THROUGHPUT Products Services OUPUT

  5. Overview: Strategic Role of HR HR Strategy Compensation & Rewards HR Planning Orientation Training Recruitment Work Environment Performance Management Assessment Non work Environment Career Planning Selection Leadership Sustaining

  6. What do Managers Do? • Plan: define goals, set strategy, develop plans, coordinate • Organize: What to do, Who does what? How to coordinate efforts? • Lead: Motivate, direct, communicate, resolve • Control: mentoring, correcting, directing

  7. Organizational Behaviour • Focus on: • Individuals • Groups • Structure • For • Improving organizational effectiveness • Promoting individual well-being

  8. Intuition Vs. Systematic Study • Systematic study of behaviour, employing appropriate controls, facilitates prediction • Intuition, while sometimes helpful, is often misleading. • Is what we know “intuitively” supported under more rigorous (scientific) study?

  9. Scientific Terms • Independent Variable • Dependent Variable • Control Variable

  10. Key Dependent Variables in OB • Productivity • Absenteeism • Turnover • Organizational citizenship • Job satisfaction

  11. Key Independent Variables In OB (Individual-level) • Demographics • Work values • Experience • Leadership style • Work design • Personality

  12. Key Independent Variables in OB: (Group-level) • Group design • Group incentives • Organizational culture • Organizational leadership • Organizational reward systems

  13. Contingency Variables: Few Absolutes • The impact of one variable on another is contingent upon some third variable • Leadership style that is most effective is contingent upon organizational and societal culture

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

  15. Challenges and Opportunities • Globalization (overseas transfers) • Workforce diversity (gender, race, ethnicity); • European Union; Germany, Portugal, Italy, France • Improving Quality and Productivity --TQM; Re-engineering

  16. OB Challenges: (Continued) • Improving People Skills • Empowering People • Coping with ongoing change • Improving ethical behaviour

  17. Goals of Organizational Behavior • Explanation-“Why did this happen?” • Prediction-“What might be the impact of the change?” • Control-“How can I ensure I obtain the results I am seeking?”

  18. Relevancy of OB to Managers: (Plan, Organize, Lead Control) • Understanding enhances prediction • Prediction enhances influence • Influence directs and enhances behaviour • Behaviour results in performance • Performance impacts productivity • Productivity enhances organizational well-being

  19. What Is Productivity? • Goal Achievement • Effectiveness • Efficiency

  20. Context • OUR FOCUS: • PEOPLE UTILIZATION AND RETENTION IN ORGANIZATIONS; AND, A SUPPORTING ORGANIZATIONAL STRUCTURE • EFFECTIVE MANAGEMENT OF ORGANIZATIONS

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