Download Organizational Behavior and Human Resource Management

Stephen P. Robbins , Organizational Behavior
Dessler, Gary, Human Resource Management
11th edition
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
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.
What managers do?
 What managers do can be in the following terms
 Management functions
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Panning
Organizing
Leading
controlling
 Management roles
 Management skills
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:
1. Interpersonal
2. Informational
3. Decisional
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Interpersonal
role
The interpersonal roles ensure that information is provided.
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 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.
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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
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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.
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 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.
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So what kind of basic skills and
knowledge does the managers
require??
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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.
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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.
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Conceptual skills: the ability to analyze and diagnose a situation and find the cause and
effect.
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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.
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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.
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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.
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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.
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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.
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Vertical differences in Managerial Roles
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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
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.
 It includes topics such as:
 Motivation
 Leadership behavior
 Power
 Interpersonal communication
 Group structure
 Learning
 Perception
 Change process
 Conflict
 Work design
 Work stress
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.
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
 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
Psychology’s contribution
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Deals with individuals
Learning
Motivation
Personality
Emotions
Perception
Training
Job satisfaction
Individual decision making
Performance appraisal
Work design
Work stress
Social psychology’s contribution
 Deals with groups
 Behavioral change
 Attitude change
 Communication
 Group processes
 Group decision making
 Power
 Conflict
 Intergroup behavior
Sociology’s contribution
 Deals with groups and organization system
 Communication
 Power
 Conflict
 Intergroup behavior
 Formal organization theory
 Organizational change
 Organizational culture
Anthropology’s contribution
 Deals with groups and organization systems
 Cross cultural analysis
 Comparative values
 Comparative attitudes
 Organizational culture
 Organizational environment
 Power
 Human beings are complex
 Two people often act differently in different situations
 does everyone like complex and challenging work??
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
 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
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.
 The independent variables
 Individual level variables
 Group level variables
 Organization system level variables