Organizational Behavior by Fareha Javaid V R here to To

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Organizational Behavior

• by
• Fareha Javaid

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V R here to

• To know each other introduction
• To relate what we have study with what we are
  suppose to study on every Thursday of this
  semester in two consecutive lectures (90 minutes
  each) Review of Basic Concepts of MANAGEMENT
• Reaching Human Resource Management
• Knowing Fundamental division in HRM

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Our Class Room Norms

• Norms??
• Attendance / Late Coming
• Question Answer during Lecture
• QA Session (20 Minutes) after every lecture
• Mobiles ???
• Anything you want to add

X
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know thy self (Palto)

• Who you are?
• What are you doing?
• Why are you doing MBA?
• What will you become after doing MBA??

• Student
• Studying/doing MBA
• gtgtgtgtgtgtgt
• gtgtgtgtgtgt

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We already know

• Management
• Manager Managers Activities
• Organization
• Management Functions
• Management Roles Skills
• Effective Vs Successful Management Activities
• Review

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Management

• The process of coordinating work activities so
  that they are completed efficiently and
  effectively with and through other people.
• The process of administering and coordinating
  resources effectively and efficiently in an
  effort to achieve the goals of the organization

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Effectiveness Vs Efficiency

• Effectiveness Competing activities so that
  organizational goals are attained referred to as
  doing the right things.
• Efficiency Getting the most out-put from the
  least in-put referred to as doing the things
  right.

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What is an Organization ???

• Organizations are simply groups with two or more
  people that functions on a relatively continuous
  basis to achieve a common goal or a certain set
  of goals, and meet at regular times.

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Who are Managers ???

• The people who oversees the activities of others
  and who are responsible for attaining goals in
  these organizations are managers.

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What Managers Do ???

• Managers do their work in organization.

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Management Functions

• Planning
• Organizing
• Leading
• Controlling

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Management Functions

• Planning includes defining goals, establishing
  strategy, and developing plans to coordinate
  activities.
• Organizing Determining what tasks are to be
  done, who is to do them, how the tasks are to be
  grouped together, who reports to whom, and where
  decisions are to be made.

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Management Functions

• Leading Includes motivating employees, directing
  others, selecting the most effective
  communication channels, resolving conflicts.
• controlling Monitoring activities to ensure they
  are being accomplished as planned and correcting
  any significant deviations.

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Management Roles(Mintzberg, late 1960s)

• Interpersonal Role
• Informational Role
• Decisional Role

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Management Roles

• Interpersonal Role
• Figurehead role
• Leadership role
• Liaison role
• Information Role
• Monitor role
• Disseminator role
• Spokesperson

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Management Roles

• Decision Roles
• Entrepreneur role
• Disturbance handler
• Resource allocator
• negotiator

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Management Skills(Robert Katz)

• Technical Skills
• Human Skills
• Conceptual Skills

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Management Skills(Robert Katz)

• Technical Skills
• The ability to apply specialized knowledge or
  expertise.
• Many people are technically proficient but
  interpersonally incompetent.
• Human Skills
• The ability to work with, understand, and
  motivate other people, both individually and in
  groups.

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Management Skills(Robert Katz)

• Conceptual Skills
• The mental ability to analyze and diagnose
  complex situation.

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Managers Job in Brief

• One common thread runs through the functions,
  skills, and activities approaches to management
  Each recognizes the paramount importance of
• Regardless of whether it called , leading
  functions, interpersonal roles, human
  skills, or HR management, communication and
  network activities.

managing PEOPLE
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• It is clear that managers need to develop their
  people skills if they are going to be effective
  and successful.

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Defining Human Resource Management

• Human Resource Management is a process of
  attracting, developing and retaining, efficient
  employees willing to achieve organizational
  objectives.

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Human Resource Management

• Attracting
• Recruitment
• Selection
• On boarding/orientation/socialization
• Developing
• Training
• Development
• Succession Planning
• Growth Path

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Human Resource Management contd.

• Retaining
• Performance Appraisal
• Compensation Benefit
• Organizational Culture

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Human Resource Management contd.
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HR Roles
(Dave Ulrich Model)
Future/Strategic Focus
Management of Transformation and Change
Management of Strategic Human Resources
Processes
People
Management of Employee Contribution
Management of Firm Infrastructure
Day-To-Day Operational Focus
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Definition of HR Roles (Dave Ulrich Model)
Deliverable/ Outcome
Role/Cell
Metaphor
Activity
Aligning HR and business strategy Organizational
Diagnosis
Management of Strategic Human Resources
Executing Strategy
Strategic Partner
Building an efficient infrastructure
Reengineering Organization Processes
Shared Services
Administrative Expert
Management of Firm Infrastructure
Listening and responding to Employees
Providing resources to employees
Increasing employee commitment and capability
Management of Employee Contribution
Employee Champion
Managing transformation and change
Ensuring capacity for change
Creating a renewed organization
Management of Transformation and Change
Change Agent
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HR Transformation

• Human resources is being transformed from a
  specialized stand alone function to a broad
  corporate competency in which HR and line
  managers build partnerships to gain competitive
  advantage and achieve overall business goal

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General Agreement

• That line and HR partnerships are essential to
  fulfill the changing mission of HR and to support
  broad business strategy.

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Functional Specialist to Business Partner
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What CEOs want from their HR Professionals

• Operational Level
• An in-depth knowledge of human resources
• Technical expertise
• Short term focus
• Strategic Level
• Being visionary, proactive, innovative and
  aggressive in their approach

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Why is HRM Important to an Organization?

• The role of human resource managers has changed.
  HRM jobs today require a new level of
  sophistication.
• Federal and state employment legislation has
  placed new requirements on employers.
• Jobs have become more technical and skilled.
• Traditional job boundaries have become blurred
  with the advent of such things as project teams
  and telecommuting.
• Global competition has increased demands for
  productivity.

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Why is HRM Important to an Organization?

• The Strategic Nature HRM must be
• a strategic business partner and represent
  employees.
• forward-thinking, support the business strategy,
  and assist the organization in maintaining
  competitive advantage.
• concerned with the total cost of its function and
  for determining value added to the organization.

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Why is HRM Important to an Organization?

• HRM is the part of the organization concerned
  with the people dimension.
• HRM is both a staff, or support function that
  assists line employees, and a function of every
  managers job.

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Why is HRM Important to an Organization?

• Four basic functions
• Staffing
• Training and Development
• Motivation
• Maintenance

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How External Influences Affect HRM

• Strategic Environment
• Governmental Legislation
• Labor Unions
• Management Thought

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How External Influences Affect HRM

• HRM Strategic Environment includes
• Globalization
• Technology
• Work force diversity
• Changing skill requirements
• Continuous improvement
• Work process engineering
• Decentralized work sites
• Teams
• Employee involvement
• Ethics

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How External Influences Affect HRM

• Governmental Legislation
• Laws supporting employer and employee actions
• Labor Unions
• Act on behalf of their members by negotiating
  contracts with management
• Exist to assist workers
• Constrain managers
• Affect non unionized workforce

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How External Influences Affect HRM

• Management Thought
• Management principles, such as those from
  scientific management or based on the Hawthorne
  studies influence the practice of HRM.
• More recently, continuous improvement programs
  have had a significant influence on HRM
  activities.

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Staffing Function Activities

• Employment planning
• ensures that staffing will contribute to the
  organizations mission and strategy
• Job analysis
• determining the specific skills, knowledge and
  abilities needed to be successful in a particular
  job
• defining the essential functions of the job

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Staffing Function Activities

• Recruitment
• the process of attracting a pool of qualified
  applicants that is representative of all groups
  in the labor market
• Selection
• the process of assessing who will be successful
  on the job, and
• the communication of information to assist job
  candidates in their decision to accept an offer

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Goals of the Training and Development Function

• Activities in HRM concerned with assisting
  employees to develop up-to-date skills,
  knowledge, and abilities
• Orientation and socialization help employees to
  adapt
• Four phases of training and development
• Employee training
• Employee development
• Organization development
• Career development

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The Motivation Function

• Activities in HRM concerned with helping
  employees exert at high energy levels.
• Implications are
• Individual
• Managerial
• Organizational
• Function of two factors
• Ability
• Willingness

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The Motivation Function

• Managing motivation includes
• Job design
• Setting performance standards
• Establishing effective compensation and benefits
  programs
• Understanding motivational theories

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The Motivation Function

• Classic Motivation Theories
• Hierarchy of Needs Maslow
• Theory X Theory Y McGregor
• Motivation Hygiene Herzberg
• Achievement, Affiliation, and Power Motives
  McClelland
• Equity Theory Adams
• Expectancy Theory - Vroom

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How Important is the Maintenance Function

• Activities in HRM concerned with maintaining
  employees commitment and loyalty to the
  organization.
• Health
• Safety
• Communications
• Employee assistance programs
• Effective communications programs provide for
  2-way communication to ensure that employees are
  well informed and that their voices are heard.

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Translating HRM Functions into Practice

• Four Functions
• Employment
• Training and development
• Compensation/benefits
• Employee relations

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Translating HRM Functions into Practice

• Employment - Employment specialists
• coordinate the staffing function
• advertising vacancies
• perform initial screening
• interview
• make job offers
• do paperwork related to hiring
• Training and Development
• help employees to maximize their potential
• serve as internal change agents to the
  organization
• provide counseling and career development

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Translating HRM Functions into Practice

• Compensation and Benefits
• establish objective and equitable pay systems
• design cost-effective benefits packages that help
  attract and retain high-quality employees.
• help employees to effectively utilize their
  benefits, such as by providing information on
  retirement planning.

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Translating HRM Functions into Practice

• Employee Relations involves
• communications
• fair application of policies and procedures
• data documentation
• coordination of activities and services that
  enhance employee commitment and loyalty
• Employee relations should not be confused with
  labor relations, which refers to HRM in a
  unionized environment.

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Translating HRM Functions into Practice

• Purpose and Elements of HRM Communications
• Keep employees informed of what is happening and
  knowledgeable of policies and procedures.
• Convey that the organization values employees.
• Build trust and openness, and reinforce company
  goals.

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Translating HRM Functions into Practice

• Effective Communication programs involve
• Top Management Commitment
• Effective Upward Communication
• Determining What to Communicate
• Allowing for Feedback
• Information Sources

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Global competitive challenges
Population-growth challenges
Unemployment challenges
Central Challenges Better Organization
Workplace diversity challenges
Social Responsibility challenges
Ethical challenges
Medical, food, housing challenges
unknown challenges
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The Objective of HR Management

• Managers and HR department achieve their purpose
  by meeting objectives.
• Objectives are benchmarks against which actions
  are evaluated.
• Sometimes OBJECTIVES are carefully thought out
  and expressed in writing. More often they are not
  formally stated.
• Either way they guide the HR function in practice.

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HP Example

• When Bill Hewlett and Dave Packard founded the
  company that shares their names, they wanted to
  create an environment that allowed employees
  undertake creative work.
• Fearful that a formal personnel department might
  add a layer of bureaucracy, the company was 18
  years old when before a formal HR department was
  created. Even then reflecting the objectives that
  the founder set, the HRD was very decentralized.

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The Objective of HR Management cont.

• Organizational Objectives
• Help managers achieve objectives of organization
• Functional Objectives
• Departmental contribution meeting organizational
  needs
• Societal Objectives
• Ethically and socially responsive to the needs
  and challenges of society
• Personal Objectives
• Assist employees achieve their personal goals

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SELF STUDY

• The Human Resource Management Model
• Recommended Book
• Human Resources And Personnel Management
• by
• William B. Werther, Jr. Keth Davis

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Assignment

• Definition of HRM SHRM by three scholars,
• give references of book, article, website from
  where they obtained.
• JOB ANALYSIS (250 words)
• Assignment must be hand written, and targeted
• No extra details
• Submission date September 23, 2006
• Late submission minuses 5 of obtained marks
• Note Kindly do not bother to come with excuse,
  as they would not be considered in any way.

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Any Question