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Title: Organizational Behavior by Fareha Javaid V R here to To


1
Organizational Behavior
  • by
  • Fareha Javaid

2
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

3
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
4
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

5
We already know
  • Management
  • Manager Managers Activities
  • Organization
  • Management Functions
  • Management Roles Skills
  • Effective Vs Successful Management Activities
  • Review

6
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

7
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.

8
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.

9
Who are Managers ???
  • The people who oversees the activities of others
    and who are responsible for attaining goals in
    these organizations are managers.

10
What Managers Do ???
  • Managers do their work in organization.

11
Management Functions
  • Planning
  • Organizing
  • Leading
  • Controlling

12
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.

13
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.

14
Management Roles(Mintzberg, late 1960s)
  • Interpersonal Role
  • Informational Role
  • Decisional Role

15
Management Roles
  • Interpersonal Role
  • Figurehead role
  • Leadership role
  • Liaison role
  • Information Role
  • Monitor role
  • Disseminator role
  • Spokesperson

16
Management Roles
  • Decision Roles
  • Entrepreneur role
  • Disturbance handler
  • Resource allocator
  • negotiator

17
Management Skills(Robert Katz)
  • Technical Skills
  • Human Skills
  • Conceptual Skills

18
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.

19
Management Skills(Robert Katz)
  • Conceptual Skills
  • The mental ability to analyze and diagnose
    complex situation.

20
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
21
  • It is clear that managers need to develop their
    people skills if they are going to be effective
    and successful.

22
Defining Human Resource Management
  • Human Resource Management is a process of
    attracting, developing and retaining, efficient
    employees willing to achieve organizational
    objectives.

23
Human Resource Management
  • Attracting
  • Recruitment
  • Selection
  • On boarding/orientation/socialization
  • Developing
  • Training
  • Development
  • Succession Planning
  • Growth Path

24
Human Resource Management contd.
  • Retaining
  • Performance Appraisal
  • Compensation Benefit
  • Organizational Culture

25
Human Resource Management contd.
26
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27
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28
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
29
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
30
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

31
General Agreement
  • That line and HR partnerships are essential to
    fulfill the changing mission of HR and to support
    broad business strategy.

32
Functional Specialist to Business Partner
33
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

34
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.

35
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.

36
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.

37
Why is HRM Important to an Organization?
  • Four basic functions
  • Staffing
  • Training and Development
  • Motivation
  • Maintenance

38
How External Influences Affect HRM
  • Strategic Environment
  • Governmental Legislation
  • Labor Unions
  • Management Thought

39
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

40
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

41
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.

42
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

43
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

44
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

45
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

46
The Motivation Function
  • Managing motivation includes
  • Job design
  • Setting performance standards
  • Establishing effective compensation and benefits
    programs
  • Understanding motivational theories

47
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

48
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.

49
Translating HRM Functions into Practice
  • Four Functions
  • Employment
  • Training and development
  • Compensation/benefits
  • Employee relations

50
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

51
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.

52
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.

53
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.

54
Translating HRM Functions into Practice
  • Effective Communication programs involve
  • Top Management Commitment
  • Effective Upward Communication
  • Determining What to Communicate
  • Allowing for Feedback
  • Information Sources

55
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
56
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.

57
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.

58
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

59
SELF STUDY
  • The Human Resource Management Model
  • Recommended Book
  • Human Resources And Personnel Management
  • by
  • William B. Werther, Jr. Keth Davis

60
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.

61
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