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What is Organization Behavior Define Organizational Behavior, Disciplines That Contribute to the OB Field, Challenges and Opportunities for OB, Developing an OB Model. Define Management? What Managers Do (Management Functions, Process, Management Roles, Management Skills), -
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What is organization ?
It is a group of people who work independently towards some purpose. Organization is not physical structure; rather; they are people who work together to achieve a set of goals. People who work in an organization have structure pattern of interaction, meaning that they expect each other to complete certain task in an organized way. Basically, an organization is a group of people intentionally organized to accomplish an overall, common goal or set of goals. Business organizations can range in size from two people to tens of thousands. Organizations have major subsystems, such as departments, programs, divisions, teams, etc. Each of these subsystems has a way of doing things to, along with other subsystems, achieve the overall goals of the organization. Often, these systems and processes are define by plans, policies and procedures. A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal 1-1 or set of goals.
Organizational Behavior
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 toward improving an organizations effectiveness.
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Definition
OB is an academic discipline concerned with understanding and describing human behavior in an organizational environment. It seeks to shed light on the whole complex human factor in organization by identifying cause and effect of that behavior. OB involves 3 levels Individual level Group level Organization level Element of OB People Structure(hierarchy, authority, responsibility, design level) Technology External and internal environment
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Contributing Disciplines
Psychology
Social Psychology
Sociology
Anthropology
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Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception Training, leadership effectiveness, job satisfaction Individual decision making, performance appraisal attitude measurement Employee selection, work design, and work stress
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Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Unit of Analysis:
Group
Contributions to OB:
Behavioral change Attitude change Communication Group processes Group decision making
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Sociology
The study of people in relation to their fellow human beings. Unit of Analysis:
-- Organizational System -- Group
Contributions to OB:
Group dynamics Work teams Communication Power Conflict Intergroup behavior Formal organization theory Organizational technology Organizational change Organizational culture
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Anthropology
The study of societies to learn about human beings and their activities. Unit of Analysis:
-- Organizational System -- Group
Contributions to OB:
Organizational culture Organizational environment Comparative values Comparative attitudes Cross-cultural analysis
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Few Absolutes in OB
Situational factors that make the main relationship between two variables changee.g., the relationship may hold for one condition but not another.
Contingency Variable (Z) In American Culture In Iranian or Australian Cultures
Understood as Complimenting
Responding to Globalization
Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash (Capitalism focus on growth efficiency and profit) Finland, France many middle east countries are not capitalist Overseeing movement of jobs to countries with low-cost labor and it is often criticized by politician, leaders, local community etc. Managing people during the war on terror
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Developing an OB Model
A model is an abstraction of reality: a simplified representation of some real-world phenomenon. Basic OB model, Stage 1 Our OB model has three levels of analysis
Each level is constructed on the prior level
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Dependent (Y)
This is the response to X (the independent variable). It is what the OB researchers want to predict or explain. The interesting variable!
Example Productivity, Turn over, Absenteeism Deviant Workplace Behavior Organizational Citizenship Behavior (OCB), Job Satisfaction
Predictive Ability
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Absenteeism
Failure to report to work a huge cost to employers.
Turnover
Voluntary and involuntary permanent withdrawal from an organization.
Job Satisfaction
A general attitude (not a behavior) toward ones job; a positive feeling of one's job resulting from an evaluation of its characteristics.
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Group
Communication, leadership and trust, conflict, work teams.
Organization System
Organizational culture, human resource policies and practices, and organizational structure and design.
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OB Model
Dependent Variables (Y)
Three Levels
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Management
It is the art of getting things done through and with the help of people in a formally organized group. It designs and maintain an environment in which individuals work together to accomplish selected goals. Management is the attainment of organization goals in an effective and efficient manner through planning, organizing, commanding, co-ordinating and controlling of all technical financial and human activities.
What Managers Do
They get things done through other people. Management Activities:
Make decisions Allocate resources Direct activities of others to attain goals
Work in an organization
A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
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Management process
It is a systematic method of handling activities. All managers regardless of their particular skills or aptitude perform certain functions to get things done by others. These functions are interrelated and involve relationship and time. Management process is the set of on going process and work activities in which managers engage as they plan, organize, lead, and control. Manager manage their work activities are usually done in continuous manner that is, in a process.
Management process
Foyal classification Planning Organizing Commanding Co-ordinating Controlling Gullick and Urwick (POSDCORB) Planning Organizing Staffing Directing Co-ordinating Reporting budgeting Koontz and Donnels Planning Organizing Staffing Leading controlling
Functions of Management
Management Functions
Control
Plan
Lead
Organize
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Control
Plan
Organize
The management function that assesses the management environment to set future objectives and map out activities necessary to achieve those objectives.
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Plan
Organize
3. how the tasks are to be grouped, 4. who reports to whom, and 5. where decisions are to be made.
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Organizing
The process of identifying and grouping the work to be performed, who has to perform them, on what basis the task are to be grouped, who reports to whom and who should have the authority to take decision. 1. 2. 3. 4. Organizing is a function involvingAssigning tasks and duties Grouping task Delegating authority and responsibility Allocation of resources
Control
Plan
Lead
Organize
A function that includes1. 2. 3. 4. 5. Understanding nature and behavior of people motivating employees, directing others, selecting the most effective communication channels, and Understanding stress and resolving conflicts.
It is about PEOPLE!
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Control
Lead Lead
Therefore there is considerable overlap between controlling and other functions like planning, organizing and leading. Importance of controlling 1. Coping with uncertainty 2. Detecting irregularity 3. Identifying opportunity 4. Handling complex situation 5. Minimizing cost 6. Decentralizing authority
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Organize
Controlling
Desired performance Actual performance Measurement of actual performance Comparison of actual performance against std. Identification of deviation Analysis of causes of deviation Program of corrective action Implementation of correction
Manager s Role Henry Mintzber Natalie Anderson (Liaison, Monitor, Negotiator Henri Foyal (Planning, organizing, leading, controlling, co-ordinating )
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Human Skills
The ability to work with, understand, and motivate other people, both individually and in groups
Conceptual Skills
The mental ability to analyze and diagnose complex situations, coordinate and integrate all of an organizational interest and activities, understanding when and where change and development needed
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Communication
Exchanging routine information and processing paperwork
Networking
Socializing, politicking, and interacting with others.
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Managers who promoted faster (were successful) did different things than did effective managers (those who did their jobs well)
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Intuition
Systematic Study
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