01. Session-One-Introduction-to-Management-and-OB-.ppt

HR and OB

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Session Two
Introduction to Management and Organizational Behaviour

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Contents to be covered
Business
Organization
Management
Development of Management
Principles of Management
Management Process
Levels of Management
Roles and Skills of Manager
Organizational Behaviour (OB)
Major Disciplines/Areas of OB
Basic Model of OB

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Businessisnothingit’sallabout6M!!!!!
B=∑P+E
P=Factorsofproduction(Men,Machines,Materials,Money,andMethods)=5Ms
E=Exchangeofgoodsandservices=Market=1M
Generalperceptions
1.Itmustberelatedwitheconomicactivity
2.Itmustbeinvolvedinlegalactivity
3.Itmustbeconnectedtosomefactorsofproductions.
4.Productsorservicesusuallyshouldexchangeinamarketplace
5.Themainmotivemustbeearningprofit.

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What Is an Organization?
•Agroupofpeopleworkingtogetherinastructuredandcoordinated
fashiontoachieveasetofgoals.
HowDoManagersCombineandCoordinatetheVariousKindsofResources?

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•What Is Management?
Management=Manage+Men+T(Tactfully)
Asetofactivities(includingplanninganddecisionmaking,
organizing,leading,andcontrolling)directedatanorganization’s
resources(human,financial,physical,andinformational)withthe
aimofachievingorganizationalgoalsinanefficientandeffective
manner

6. Second Development of Management and
BehaviouralTheories
Theory:Theoryissimplyaroadmaporblueprintthathelpusbyorganizing
informationandprovidingasystematicframework.
1. Classical Management Approaches/Theories
1.Scientific management
2.Administrative principles
3.Bureaucratic organization
2. Behavioral Management Approaches/Theories
1.The Hawthorne studies
2.Maslow’s theory of human needs
3.McGregor’s Theory X and Theory Y
.

7. Major branches in the classical
approach to management

8. Scientific Management
•FrederickWinslowTaylor(1856-1915)isthefatherofscientific
management(USA)
•Becausehiseyeproblem,hecouldnotattendHarvard
University.Ratherhestartedhiscareeraslobourandworker
threecompanies.
•Basedonhispracticalexperiencehewrotesomebooks
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9. Principles of scientific management
1.Sciencenotruleofthumb:Developforeveryjoba
“science”thatincludesrulesofmotion,standardized
workimplements,andproperworkingconditions.
2.Scientificselection:Carefullyselectworkerswiththe
rightabilitiesforthejob.
3.Dividetheworkandresponsibility:Equalpowerand
responsibility.
4.Supports:Supportworkersbycarefullyplanningtheir
workandbysmoothingthewayastheygoabouttheir
jobs.
9

10. Administrative Management
•HenriFayol(1841-1925)FranceMiningEngineer(France)
—rules/dutiesofmanagement:
Foresight
to complete
a plan of
action for
the future
Organization
to provide
and mobilize
resources to
implement
the plan
Command
to lead,
select, and
evaluate
workers to
get the best
work toward
the plan
Coordination
to fit diverse
efforts
together and
ensure
information
is shared
and
problems
solved
Control
to make
sure things
happen
according to
plan and to
take
necessary
corrective
action

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The Management Process
Planning
Settingtheorganization’sgoalsanddecidinghow
besttoachievethem.
Organizing
Determininghowbesttogroupactivitiesand
resources.
Leading
Motivatingmembersoftheorganization
Controlling
Monitoringandcorrectingactivities

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The Managerial Process

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Kinds of Managers
ManagingatDifferentLevelsofthe
organization:
Top Managers
•Smallgroupofexecutiveswho
managetheoverallorganization,the
strategiclevel.
Middle Managers
•Alargegroupthatimplementthe
strategiesdevelopedatthetop.
First-Line Managers
–Superviseandcoordinatethe
activitiesofoperatingemployees.

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Basic Managerial Roles and Skills
Regardlessoflevelorareawithinan
organization,allmanagersmustplaycertain
rolesandexhibitcertainskillsinordertobe
successful,suchas:
–Do certain things
–Meet certain needs
–Have certain responsibilities

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The ten roles as per Mintzberg (1973)

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Managerial Skills
•Inadditiontofulfillingroles,managersalsoneed
anumberofspecificskills.
•Themostfundamentalmanagementskillsare:
–Technical
–Interpersonal
–Conceptual
•Necessarytoaccomplishor
understandthespecifickindof
workbeingdone.
•Theseskillsareespecially
importantforfirstline
managers.
Technical Skills

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Interpersonal Skills
•The ability to communicate with, understand, and
motivate both individuals and groups.
•Be able to get along with:
–Subordinates
–Peers
–Those at higher levels
•A manager’s ability to think in the abstract.
•The mental capacity to:
–Understand organizational goals and its
environment.
–How the organization is structured.
–Viewing the organization as system.
Conceptual Skills

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Sources of
Management Skills

20. 20
Organizational Behaviour (OB)
Organization
Apurposefulcoordinatedsocialunitcomposedoftwoormorepeoplethatfunctionsonarelatively
continuousbasistoachieveacommongoalorsetofgoals.
Behaviour
Behaviour is an action that is observable and measurable. Usually, behavior is observable.
Forexample,astudentmayshowangerbymakingaface,yelling,crossinghisarms,andturningaway
fromtheclassroom
What indicates?
OrganizationalBehaviour(OB)
OBisafieldofstudythatinvestigatestheindividuals’,groups’behaviorwithinorganizationsforthe
purposeofapplyingsuchknowledgetowardimprovinganorganization‘seffectiveness.

21. Identify the Major Behavioral Science
Disciplines That Contribute to OB

22. Three Levels of OB Model
•Inputs
–Variableslikepersonality,groupstructure,
andorganizationalculturethatleadto
processes.
–Groupstructure,roles,andteam
responsibilitiesaretypicallyassigned
immediatelybeforeorafteragroupis
formed.
–Organizationalstructureandculturechange
overtime.

23. Three Levels of OB Model
•Processes
–Ifinputsarelikethenounsin
organizationalbehavior,processesarelike
verbs.
–Definedasactionsthatindividuals,groups,
andorganizationsengageinasaresultof
inputs,andthatleadtocertainoutcomes.

24. Three Levels of OB Model
•Outcomes
–Keyvariablesthatyouwantto
explainorpredict,andthatare
affectedbysomeothervariables.

25. Outcome Variables (Individual)
•Attitudes and stress
–Employeeattitudesaretheevaluationsemployeesmake,rangingfrom
positivetonegative,aboutobjects,people,orevents.
–Stressisanunpleasantpsychologicalprocessthatoccursinresponseto
environmentalpressures.
•Task performance
–Thecombinationofeffectivenessandefficiencyatdoingyourcorejobtasksis
areflectionofyourleveloftaskperformance.

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Outcome Variables (Individual)
•Organizational citizenship behavior
–Thediscretionarybehaviorthatisnotpartofanemployee’sformaljob
requirements,andthatcontributestothepsychologicalandsocial
environmentoftheworkplace,iscalledorganizationalcitizenship
behavior.
•Withdrawal behavior
–Withdrawal behavior is the set of actions that employees take to separate
themselves from the organization.

27. Outcome Variables (Group)
•Groupcohesion
–Groupcohesionistheextenttowhichmembersofagroup
supportandvalidateoneanotheratwork.
•Groupfunctioning
–Groupfunctioningreferstothequantityandqualityofa
group’sworkoutput.

28. Outcome Variables (Organizational)
•Productivity
–Anorganizationisproductiveifitachievesitsgoalsby
transforminginputsintooutputsatthelowestcost.Thisrequires
botheffectivenessandefficiency.
•Survival
–Thefinaloutcomeisorganizationalsurvival,whichissimply
evidencethattheorganizationisabletoexistandgrowoverthe
longterm.

29. Three Levels of Analysis in This Text’s OB Model
Exhibit 1-5 A Basic OB Model

30. The Plan of the Text