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Organizational Behavior (MGT-502)

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Organizational Behavior (MGT-502) Lecture-2 – PowerPoint PPT presentation

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Title: Organizational Behavior (MGT-502)


1
Organizational Behavior (MGT-502)
  • Lecture-2

2
Summary of Lecture-1
3
  • The study of individual behavior and group
    dynamics in organizational settings

4
Understand organizational events
Organizational Behavior Research
Predict organizational events
Influence organizational events
5
Todays Topics
6
Course of OB
  • The purpose of the course is to improve your
    ability to understand organizations and to act
    effectively in them.
  • This course is a study of human and work behavior
    in the workplace and within society

7
  • The purpose of OB is to understand people in
    organizations, to provide managers and
    practitioners with effective management tools,
    and to help organizations achieve their goals.

8
Organizational Behavior
  • How organizations use human resources to achieve
    goals
  • How people behave in organizations

9
Part-I The Individual
  • Ability Learning
  • Values, Attitudes and Job Satisfaction
  • Personality Emotions
  • Perception Individual Decision Making
  • Basic Motivation Concepts
  • Motivation and its Applications

10
Part-II The Group
  • Foundation of Group Behavior
  • Group and Team Work
  • Functions of Communication
  • Basic Approaches to Leadership
  • Contemporary Issues in Leadership
  • Power and Politics
  • Conflict and Negotiation

11
Part-III The Organization System
  • Organizational Structure
  • Work design and Technology
  • HR Policies and Practices
  • Organizational Culture
  • Organizational Change
  • Stress Management

12
Basic OB Model
13
Performance Management
14
Organizational Performance
  • Efficiency A measure of how well resources are
    used to achieve a goal.
  • Doing Things Right
  • Effectiveness A measure of the appropriateness
    of the goals chosen (are these the right goals?),
    and the degree to which they are achieved.
  • Doing the Right Things Right

15
TWO PERFORMANCE DIMENSIONS
Efficiency making best use of resources in
achieving goals
Effectiveness choosing effective goals and
achieving them
People
Money
Machines
Materials
Doing things right
Doing the right things
16
Course Structure
  • Readings
  • Lectures
  • Assignments
  • Exam

17
Recommended Books
18
  • Organizational Behavior by Stephen P. Robbins
  • Behavior in Organizations by J. Greenberg and R.
    A. Baron or
  • Organizational Behavior by Fred Luthans or
  • Understanding Organizational Behavior, by Debra
    L. Nelson and James Campbell Quick. Or
  • Any other on this subject available in the market.

19
  • Coming back to the subject.. the OB

20
  • What Managers do?

21
  • Managers.Individuals who achieves goals through
    other people.

22
What Managers Do
  • Gets things done through other people
  • Make decisions, allocate resources, and direct
    the activities of others to attain goals
  • Do their work in an organization

23
Four Management Functions
Planning
Leading
Organizing
Controlling
24
New Managerial Functions
To provide leadership and direction
Continuous Improvement
Total Quality Management
25
  • Total Quality Management--a concept popularized
    by W. Edwards Deming to promote customer
    satisfaction through continuous improvement of
    business processes.
  • Continuous improvement requires all employees to
    improve the quality of products or services on an
    on-going basis. Managing quality becomes
    everyones job.

26
The 4-P Cycle of Continuous Improvement
People (Skilled, motivated people who can handle
change. Less stress.)
Products (Satisfied customers because of better
quality goods/services.)
Productivity (Less wasteful, more efficient use
of all resources.)
Processes (Faster, more flexible, leaner, and
ethical organizational processes. Organizational
learning.)
27
Management Roles
28
  • Interpersonal Roles
  • Figurehead
  • Leader
  • Liaison
  • Informational Roles
  • Monitor
  • Disseminator
  • Spokesperson
  • Decisional Roles
  • Entrepreneur
  • Disturbance Handler
  • Resource Allocator
  • Negotiator

29
Managerial Skills
30
Technical Skills Analytical Skills Decision-making
Skills Computer Skills Human Relations
Skills Communication Skills Conceptual Skills
31
Skill Type Needed by Manager Level
Top Managers
Middle Managers
Line Managers
Technical
Conceptual
Human
32
Skills Exhibited by an Effective Manager
  • 1. Clarifies goals and objectives for everyone
    involved
  • 2. Encourages participation, upward
    communication, and suggestions
  • 3. Plans and organizes for an orderly work flow
  • 4. Has technical and administrative expertise to
    answer organization-related questions
  • 5. Facilitates work through team building,
    training, coaching and support
  • 6. Provides feedback honestly and constructively

33
  • 7. Keeps things moving by relying on schedules,
    deadlines, and helpful reminders
  • 8. Controls details without being over-bearing
  • 9. Applies reasonable pressure for goal
    accomplishment
  • 10. Empowers and delegates key duties to others
    while maintaining goal clarity and commitment
  • 11. Recognizes good performance with rewards and
    positive reinforcement




34
Evolution of the 21st-Century Manager
35
  • Past Managers Todays Managers
  • Primary Role Order giver, privileged Facilitator,
    team elite, manipulator, member,
    teacher, controller advocate, sponsor
  • Learning Periodic learning, narrow Continuous
    life-long Knowledge specialist learning,
    generalist with multiple specialties
  • Compensation Time, effort, rank Skills,
    results Criteria
  • Cultural Orientation Monocultural, Multicultural,
    monolingual multilingual

36
Where do managers work?
  • in organizations!

37
Lets stop it here
38
Summary
39
Basic OB Model
40
What Managers Do?
  • Gets things done through other people
  • Make decisions, allocate resources, and direct
    the activities of others to attain goals
  • Do their work in an organization

41
New Managerial Functions
To provide leadership and direction
Continuous Improvement
Total Quality Management
42
Evolution of the 21st-Century Manager
43
Next.
44
Organizations The Important Component
45
Organizational Behavior (MGT-502)
  • Lecture-2

46
  • Past Managers Todays Managers
  • Primary Source of Formal authority Knowledge
    (technical Influence interpersonal)
  • View of People Potential problem Primary
    resource
  • Primary Vertical Multidirectional Communications P
    attern
  • Decision-Making Limited input for Broad-based
    input for Style individual decisions joint
    decisions

47
  • Past Managers Todays Managers
  • Nature of Inter- Competitive (win-lose) Cooperati
    ve (win-win) personal Relationships
  • Handling of Power Hoard Share and Key Information
  • Approach to Resist Facilitate Change



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