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Intro & Chapter 1
Knowledge Enthusiasm Leadership Coaching Fun & Entertaining =
Attentiveness Diligence Participation Performance Future Career Success
Method of Instruction
Overview Class Outline Class Learning Objectives Lecture
Background & Information Example or practice In class Activity and/or Video
Discussion Case or Questions
MG 640 Class Schedule
See: bschool.alcorn.edu Go to “Docushare” Click on courses Click on FL 07 Click on Management Click on MG 640
Five Sections of Instruction Introduction The Individual The Group The Organization System Organization Dynamics .
Chapter ONE What is Organizational Behavior? .
LEARNING . List the major challenges and opportunities for managers to use OB concepts. 4.OBJECTIVES After studying this chapter. Describe what managers do. 2. Define organizational behavior (OB). you sho be able to: 1. Identify the contributions made by major behavioral science disciplines to OB. 5. Explain the value of the systematic study of OB. 3.
Managerial Activities Managerial Activities ••Make decisions Make decisions ••Allocate resources Allocate resources ••Direct activities of others Direct activities of others to attain goals to attain goals .What Managers Do Managers (or administrators) Individuals who achieve goals through other people.
. composed of two or more people.Where Managers Work Organization A consciously coordinated social unit. that functions on a relatively continuous basis to achieve a common goal or set of goals.
Management Functions Planning Organizing Management Functions Controlling Leading .
. establishing strategy. and developing plans to coordinate activities.Management Functions (cont’d) Planning A process that includes defining goals.
Management Functions (cont’d) Organizing Determining what tasks are to be done. who reports to whom. who is to do them. and where decisions are to be made. . how the tasks are to be grouped.
directing others. selecting the most effective communication channels.Management Functions (cont’d) Leading A function that includes motivating employees. and resolving conflicts. .
.Management Functions (cont’d) Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
E X H I B I T 1–1 . Mintzberg.Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H. Reprinted by permission of Pearson Education. Mintzberg. Copyright © 1973 by H.
Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education. E X H I B I T 1–1 (cont’d) .
Mintzberg.Mintzberg’s Managerial Roles (cont’d) Source: Adapted from The Nature of Managerial Work by H. E X H I B I T 1–1 (cont’d) . Reprinted by permission of Pearson Education. Copyright © 1973 by H. Mintzberg.
both individually and in groups. and motivate other people. understand. .Management Skills Technical skills The ability to apply specialized knowledge or expertise. Conceptual Skills The mental ability to analyze and diagnose complex situations. Human skills The ability to work with.
Human resource management • •Motivating. disciplining. and controlling Decision making. and interacting with others Socializing. Networking 1. managing conflict. and controlling 1. staffing. Motivating. planning. disciplining. and interacting with others . and training and training 1. politicking. Communication 1. Communication • •Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork 1. planning. Human resource management 1. Traditional management 1. staffing. Traditional management • •Decision making. politicking.Effective Versus Successful Managerial Activities (Luthans) 1. managing conflict. Networking • •Socializing.
Allocation of Activities by Time .
for the purpose of applying such knowledge toward improving an organization’s effectiveness.Enter Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals. and structure have on behavior within organizations. groups. .
Provides a means to predict behaviors. .Intuition Complementing Intuition with Systematic Study “Gut” feelings about “why I do what I do” and “what makes others tick”. Systematic study Looking at relationships. and drawing conclusions based on scientific evidence. attempting to attribute causes and effects.
explain. E X H I B I T 1–3 (cont’d) .Contributing Disciplines to Psychology the OB Field The science that seeks to measure. and sometimes change the behavior of humans and other animals.
E X H I B I T 1–3 (cont’d) .Contributing Disciplines to the OB Field (cont’d) Sociology The study of people in relation to their fellow human beings.
E X H I B I T 1–3 (cont’d) .Contributing Disciplines to Socialthe OB Field (cont’d) Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Contributing Disciplines to the OB Field (cont’d) Anthropology The study of societies to learn about human beings and their activities. E X H I B I T 1–3 (cont’d) .
In Country 1 x x May be related to y y In Country 2 May NOT be related to . the relationship may hold for one condition but not another.g..Contingency variables: "It Depends!!!" There Are Few Absolutes in OB Situational factors that make the main relationship between two variables change---e.
Challenges and Opportunities for OB Responding to Globalization Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor Managing people during the war on terror. Embracing diversity Changing U.S. demographics Implications for managers Managing Workforce Diversity Recognizing and responding to differences .
Major Workforce Diversity Categories Gender Disability Age Race Domestic Partners E X H I B I T 1–4 National Origin Non-Christian .
Challenges and Opportunities for OB (cont’d) Improving Quality and Productivity Quality management (QM) Process reengineering Changing work force demographics Fewer skilled laborers Early retirements and older workers Increased expectation of service quality Customer-responsive cultures Responding to the Labor Shortage Improving Customer Service .
What Is Quality Management? 1. Intense focus on the customer. Empowerment of employees. Improvement in the quality of everything the organization does. E X H I B I T 1–6 4. Accurate measurement. 3. 2. 5. . Concern for continuous improvement.
Challenges and Opportunity for OB Improving People(cont’d) Skills Empowering People Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior Managing People during the War on Terrorism .
A Downside to Empowerment? .
E X H I B I T 1-6 . Stage I Model An abstraction of reality.Basic OB Model. A simplified representation of some real-world phenomenon.
y x .Dependent variable The Dependent Variables A response that is affected by an independent variable (what organizational behavior researchers try to understand).
Effectiveness Achievement of goals.The Dependent Variables (cont’d) Productivity A performance measure that includes effectiveness and efficiency. . Efficiency Meeting goals at a low cost.
.The Dependent Variables (cont’d) Absenteeism The failure to report to work. Turnover The voluntary and involuntary permanent withdrawal from an organization.
The Dependent Variables (cont’d) Deviant Workplace Behavior Voluntary behavior that violates significant organizational norms and thereby threatens the wellbeing of the organization and/or any of its members. .
The Dependent Variables (cont’d) Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements. . but that nevertheless promotes the effective functioning of the organization.
Job satisfaction The Dependent Variables (cont’d) A general attitude (not a behavior) toward one’s job. . a positive feeling of one's job resulting from an evaluation of its characteristics.
Independent Variables Can Be Individual-Level Variables Group-Level Variables Organization System-Level Variables .The Independent Variables Independent variable The presumed cause of some change in the dependent variable. major determinants of a dependent variable.
Basic OB Model. Stage II E X H I B I T 1-7 .
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