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ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR. T E N T H E D I T I O N. What Managers Do. Get things done through other people Make decisions, allocate resources, and direct the activities of others to attain goals Do their work in an organization MANAGEMENT FUNCTIONS: Planning

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ORGANIZATIONAL BEHAVIOR

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

  2. What Managers Do • Get things done through other people • Make decisions, allocate resources, and direct the activities of others to attain goals • Do their work in an organization MANAGEMENT FUNCTIONS: • Planning • Organizing • Leading • Controlling

  3. Management Functions (cont’d)

  4. Management Functions (cont’d)

  5. Management Functions (cont’d)

  6. Management Functions (cont’d)

  7. Management Skills • Technical Skills: The ability to apply specialized knowledge or expertise • Human Skills: The ability to work with, understand, and motivate other people, both individually and in groups. PEOPLE SKILLS ARE CRITICAL FOR MANAGERS!!! • Conceptual Skills: The mental ability to analyze and diagnose complex situations

  8. “Effective” vs. “Successful” Managers….

  9. So….What is Organizational Behavior?

  10. Systematic Study • We are looking for “overall” relationships…. YOUR experience may not fit with a particular OB theory. THIS IS COMMON! However, we are looking for patterns…. • Behavior is “generally” predictable • There are differences between individuals • There are fundamental consistencies in behavior • There are rules (written and unwritten) in almost every setting

  11. Contributing Disciplines to OB • Psychology • Sociology • Social Psychology • Anthropology • Political Science

  12. There Are Few Absolutes in OB ContingencyVariables x y

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

  14. 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

  15. The Dependent Variables y x

  16. Key Examples of Dependent Variables

  17. The Dependent Variables (cont’d)

  18. The Dependent Variables (cont’d)

  19. The Dependent Variables (cont’d)

  20. Individual-Level Variables: ability, IQ, personality, etc Group-LevelVariables: Teamwork, leadership, etc OrganizationSystem-LevelVariables: org culture, HR The Independent Variables IndependentVariables

  21. SUMMARY • Managers need to develop their interpersonal (people skills) to be effective in their jobs. • OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization. • OB focuses on improving productivity, employee job satisfaction, citizenship behavior and reducing absenteeism and turnover. • OB uses systematic study to improve predictions of behavior. • OB recognizes and helps managers to improve their people skills and to see the value of workforce diversity and practices. It also seeks to improve organizations and help managers cope with the many changes faced in today’s workplace.

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