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Organizational Behavior
By:
Imran Akbar
Learning Objectives
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of OB.
4. List the major challenges and
managers to use OB concepts.
opportunities
for
5. Describe why managers require a knowledge of OB.
6. Explain the need for a contingency approach to the
study of OB.
What is an Organization?
An organization is a
collection of people
who work together to
achieve individual and
organizational goals.
What is Organizational Behavior?
1. Organizational behavior (OB) is the study of factors
that affect how individuals and groups act in
organizations and how organizations manage their
environments.
2.The study of human behavior, attitudes and
performance in organizations.
• Value of OB: Helps people attain the competencies
needed to become effective employees, team
leaders/members, or managers
• Competency = an interrelated set of abilities,
behaviors, attitudes and knowledge needed by an
individual to be effective in most professional and
managerial positions
Insert Figure 1.1 here
What is Management?
Management is the process of planning,
organizing, leading, and controlling an
organization’s human, financial, material,
and other resources to increase its
effectiveness.
What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain
goals
Management Functions
Managerial Skills
• Conceptual Skills: The ability to analyze and
diagnose a situation and distinguish between
cause and effect.
• Human Skills: The ability to understand, work
with, lead, and control the behavior of other
people and groups.
• Technical Skills:
techniques.
Job-specific knowledge and
Study of OB
Contributing Disciplines to the OB
Contributing Disciplines to the OB
Basic OB Model
Facts in OB
x
Contingency
Variables
y
The Dependent Variables
y
x
The Dependent Variables
The Dependent Variables (cont’d)
The Dependent Variables
The Independent Variables
Independent
Variables
Individual-Level
Variables
Group-Level
Variables
Organization
System-Level
Variables
Challenges for Organizational Behavior
• Using new information technology to enhance creativity
and organizational learning.
• Managing human resources to increase competitive
advantage.
• Developing organizational ethics and well-being.
• Managing a diverse work force.
• Responding to Globalization
• Improving Quality and Productivity
Challenges and Opportunity for OB
•
•
•
•
•
•
•
Responding to the Labor Shortage
Improving Customer Service
Improving People Skills
Empowering People
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
Using IT to Enhance
Creativity and Organizational Learning
• Information technology: The computer systems
and software that organizations use to speed the
flow of information around an organization and to
better link people and subunits within it.
• Creativity: The decision-making process that
produces novel and useful ideas that lead to new or
improved goods and services or to improvements in
the way they are produced.
Developing Organizational Ethics and Well-Being
• Ethics: Rules, beliefs, and values that outline the
ways in which managers and workers should behave
when confronted with a situation in which their
actions may help or harm other people inside of or
outside an organization.
• Well-being: The condition of being happy, healthy,
and prosperous.
• Social responsibility: An organization’s moral
responsibility toward individuals or groups outside the
organization that are affected by its actions.
Career Development
• A career is a sequence of work-related positions
occupied by a person during a lifetime.
• Career development involves making decisions
about an occupation and engaging in activities
to attain career goals.
• A career plan is an individual’s choice of
occupation, organization, and career path.
Ethics
• Definition: Values and principles that distinguish right
from wrong. Ethics are often based upon laws,
organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
• Ethical Dilemma: A situation in which an individual or
team must make a decision that involves multiple values.
Selected Categories of Diversity
• Primary Categories:
Genetic characteristics that
affect a persons self-image and socialization, appear to be
unlearned and are difficult to modify
– Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
• Secondary categories:
Learned characteristics that
a person acquires and modifies throughout life
– Education, work experience, income, marital
status, religious beliefs, geographic location,
parental status, behavioral style
Individualism
• Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
• In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal
identity,
personal
achievement,
pleasure,
and
competition; accept interpersonal confrontation; and are
less likely to conform to other’s expectations
• Such cultures include the United States, Australia, New
Zealand and the United Kingdom
• Example: “Stand on your own two feet!”
Collectivism
• Collectivism = the tendency of people to emphasize
their belonging to groups and to look after each other in
exchange for loyalty
• Cultures that emphasize collectivism are characterized
by a tight social framework, concern for the common
welfare, emotional dependence of individuals on larger
social units, a sense of belonging, a desire for harmony,
with group goals being viewed as more important than
individual goals, and a concern for face-saving
• Such cultures include Japan, China, Pakistan and India
Organizations as Open Systems
• Organizations are “open systems,” such that their
long term effectiveness is determined by their ability
to anticipate, manage, and respond to changes in
their environment, with such changes resulting from
external forces and/or stakeholders
• External forces include the labor force, the natural
environment, the economy, and different cultures,
while stakeholders include shareholders, customers,
competitors, suppliers, creditors, governmental
agencies and their regulations
– The impact of these environmental influences on individual,
interpersonal, team, and organizational processes;
organizations that do not effectively adapt to environmental
change will fail
Thank You