HNDBM - Introduction

1. HNDBM - Introduction Lim SeiKee @ cK

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

3. Managers • Who? Individual who achieve goals through other people (Make decisions, allocate resources and direct the activities to others). • Where? They do their work in an organization. • Functions: • Planning (Define goals, establish strategy, develop plans). • Organizing (determine tasks to be done, who is to do them, grouping the tasks, who reports to whom and where decision to be made). • Leading ( Motivating employees, directing others, selecting most effective communication channels and resolving conflicts) • Controlling (Monitoring activities, ensuring that goals are accomplished and corrective actions are taken when necessary)

4. Managers • Henry Mintzberg’s Managerial Roles: • Interpersonal roles : Figurehead, Leader and Liaison. • Informational : Monitor, Disseminator and Spokesperson. • Decisional : Entrepreneur, Disturbance handler, Resource allocator and Negotiator.

5. Managers • Management Skills: • Technical Skills – ability to apply specialized knowledge or expertise. • Human Skills – The ability to work with, understand and motivate other people, both individually and in groups. Managers must have good human skills to communicate, motivate and delegate. • Conceptual Skills – Having the mental ability to analyze and diagnose complex situations. Managers must be able to rationally process and interpret information.

6. Managers • Effective Vs Successful Managerial Activities. Traditional Management Human Resource Management Communication Networking To be effective and successful, managers need to develop their people skills.

7. People and organization • Organization Behavior - OB is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself. • The goals of OB are to explain, predict, and control behavior.

8. WHY STUDY PEOPLE & ORGANIZATION? • Development of soft (interpersonal) skills • Personal growth via insight into others • Enhancement of individual and organizational effectiveness • Sharpening and refining common sense (common sense is often wrong)

9. People and organization 1. Contributing Disciplines to the OB Field • Organizational behaviour is an applied behavioural science that is built upon contributions from a number of behavioural disciplines: • Psychology • Sociology • Social psychology • Anthropology • Political science

10. Psychology - the science that attempts to measure, explain, and at times change the behaviour of humans and other animals. Concern more on factors relevant to working condition (learning, job satisfaction, training, perception). • Sociology – the study of people in relation to their fellow human beings. Focuses more on their study of group behaviour in formal and complex organization (organizational culture, organization technology, communications, power). • Social Psychology - focuses on the influence of people on one another; communication patterns, building trusts, the way in which group activities satisfy individual needs and group decision making process. • Anthropology - the study of societies to learn about human beings and their activities, cultures and environment. People in different countries and within different organizations have different fundamental values, attitudes, and behaviour. • Political Science - studies the behaviour of individuals and groups within a political environment. It focuses on areas, such as, conflict, intra-organizational politics and power.

11. People and organization 2. Challenges and Opportunities for OB. • Globalization: • Increased Foreign Investments. • Working With People From Different Cultures. • Overseeing Movement Of Jobs To Countries With Low-Cost Labor.

12. Managers need to figure out ways to adapt their Management Style to employees’ differences by understanding employees’ culture, geography, and religion that shaped them. Managers also need to understand the different needs, aspirations, and attitudes. Management practices need to be modified to reflects values of different countries in which organization operates. Managers also need to balance organization’s interests with their responsibilities to the community in which they operate.

13. 2) Managing Workforce Diversity: Organization are becoming more heterogeneous mix of people in terms of gender, race, age, ethnicity and sexual orientation. Managers need to recognize differences among employees and respond to it. This includes providing diversity training and revamping the benefits program to accommodate the different needs of different employees. When diversity is positively managed, it ensures: • Employee retention. • Higher Productivity. • No Discrimination. • Increase creativity and innovation. • Different perspectives on problems improve decision making.

14. 3) Improving Quality and Productivity. • Increased Competition forced managers to reduce cost while increasing productivity as well as increasing their products’ quality. • Quality Management (QM) – the constant attainment of customer satisfaction. • Process reengineering – Evaluating every process in terms of its contribution to the organization’s goals. Reengineering redefines jobs and requires employees to undergo training to learn new skills.. • Employees must actively participate in planning as well as carrying out changes in order to successfully improve quality and productivity.

15. 4) Shortage of Labor. • Good wages and benefits are not enough to attract and retain skilled employees. • Managers need sophisticated recruitment and retention strategies . • Practices need to be modified to reflects the needs of an older workforces and motivate younger workers. 5) Improving Customer Service. • Employees’ attitudes and behavior are associated with customers’ satisfactions. • Management needs to create customers – responsive cultures.

16. 6) Improving People Skills. • Design motivating jobs and techniques to improve listening skills and create effective team. 7) Empowering People. • Managers learn how to give up control and employees are having to learn how to take responsibilities for their work and make appropriate decisions. 8) Stimulating Innovation and Change. • Organization must maintain its flexibility, continually improve quality and cope with competitors by constantly producing innovative products or services. • Managers should identify ways to stimulate employees’ creativity and tolerance for change.

17. 9) Coping with “ Temporariness”. • Changes, globalization, expanded capacity, advanced technologies now more likely to replace permanent workers with temporary workers. • Workers need to update their knowledge and skills continually to perform new job requirement. • Managers should identify ways to overcome resistance to changes and create cultures that thrives on change. • Managers have to learn to live with flexibility, spontaneity and unpredictability.

18. 10) Working in Networked Organizations. • A networked organization – Computerization, the Internet and the ability to link computers within organizations and between organization. 11) Work Life Balance. • The line between work life and personal life has become blurred which creates personal conflicts and stress. • Organization that does not help their people to achieve work life balance will face difficulties in attracting and retaining most capable and motivated employees.

19. 12) Improving Ethical Behavior. • Ethical Dilemmas – situations in which individuals are required to define right and wrong conduct. • Managers need to create an ethically healthy climate for his employees. • Code of Ethics should be written and distributed to guide employees goes through ethical dilemmas. • Seminars and training programs should be given to improve ethical behavior. • Providing in-house advisor anonymously to assist employees dealing with ethical issues. • Create protection mechanisms for employees who revealed internal unethical practices.

20. People and organization Dependent Variables : A response that is affected by an independent variable. • Productivity- A performance measure that includes effectiveness (Achievement of goals ) and Efficiency (The ratio of effective output to the input required to achieve it). • Absenteeism – The failure to report to work. • Turnover – Voluntary and involuntary permanent withdrawal from an organization. • 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. • Job Satisfaction – A collection of feelings that an individual hold toward his or her job.

21. People and organization Independent Variables : Presumed cause of some changes in the dependent variables. • Individual Level Variables – Biographical characteristics, Ability, Values, Attitudes, Emotions, Personality Characteristics, Perception, Individual Decision Making, Learning and Motivation. • Group Level Variables – Individuals behave differently when they are in group from when they are alone. Individuals in groups are influenced by the patterns of behavior they are expected to exhibit, what the group considers to be acceptable behavior and the degree to which group members are attracted to each other. • Organizational Level Variables – The design of organization’s internal cultures, HR policies and practices.

22. People and organization Basic OB Model 3. Levels of Analysis. • Individual level of analysis - related to the study of aspects like learning, perception, creativity, motivation, personality, turnover, task performance, cooperative behaviour, deviant behaviour, ethics, and cognition. • Group level of analysis - involves the study of group dynamics, intra- and intergroup conflict and cohesion, leadership, power, norms, interpersonal communication, networks, and roles. • Organization level of analysis - covers the topics such as organizational culture, organizational structure, cultural diversity, inter-organizational cooperation and conflict, change, technology, and external environmental forces. Organization Systems Level Group Level Individual Level

23. People and organization 4. Organizational Behavior Focus: • To improve productivity. • Reduce absenteeism and turnover. • Increase employee job satisfaction.