OB ch1

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By: dhwanishah91 (113 month(s) ago)

can i please download tis ppt, as i va a subj OB n it ll b helpful4 me 2 refer in ma xams, n ur ppt s really grippd me n it has covered evry aspect... i hope u accept my reauest.... thank you !! :)

By: japzs (114 month(s) ago)

i like this one... can i have it?

By: pprincegupta (119 month(s) ago)

i wanted this presentation because it is so nice discription of organizational behavior

Presentation Transcript

Organizational Behavior:

Organizational Behavior

PowerPoint Presentation:

Clockworks Human Behavior in Organizations or Snake pit?

Organizational Behavior:

Organizational Behavior Organizational Behavior- the study of individual behavior and group dynamics in organizations

A Time of Challenge and Change:

A Time of Challenge and Change Leads to Opportunities The call to competition, contest or battle The transformation or modification of an organization and/or its stakeholders Favorable times or chances for progress and advancement

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Organizational Behavior: Dynamics in Organizations Behavioral Psychosocial Interpersonal Organizational Behavior

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Organizational Variables that Affect Human Behavior Human Behavior Organizational Structure Organizational Design Performance Appraisal Communication Work Design Jobs

Understanding Human Behavior:

Understanding Human Behavior Thoughts Feelings Experiences Internal Perspective: Examining individuals’ history & personal values External Perspective: Examining surrounding external events & environmental forces Environmental Forces External Events Behavioral Consequences

Nature and Scope of OB :

Nature and Scope of OB The essential features of OB may be listed thus: Three levels of analysis Distinct field of study Interdisciplinary in nature Use of scientific methods Focus on application Contingency thinking Subset of management Positive and optimistic Integrative in nature

Importance of OB :

Importance of OB OB tries to look into the impact that individuals, groups and organisation have on the behaviour of members, working in an organisation . It tries to utilise this knowledge with a view to improve organisational performance. As an applied behavioural science, it applies the knowledge gained about individuals, groups and the effect of structure on behaviour towards the objective of making organisations work more effectively (Robbins) OB, more specifically, is important to managers because of the following reasons: Uncover hidden aspects of organisation Explain and predict behaviour Acquire ‘people skills’ and win the race Formulate informed judgments

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Psychology the science of human behavior Management the study of overseeing activities and supervising people in organizations Anthropology the science of the learned behavior of human beings Medicine the applied science of healing or treatment of diseases to enhance an individual’s health and well-being Engineering the applied science of energy & matter Sociology the science of society Interdisciplinary Influences on Organizational Behavior

Positive Reactions to Change:

Positive Reactions to Change Not Rigid and Reactive Open and Responsive Have a positive attitude Ask questions Listen to the answers Be committed to success

Components of an Organization:

Components of an Organization Task - an organization’s mission, purpose, or goal for existing People - the human resources of the organization Structure - the manner in which an organization’s work is designed at the micro level; how departments, divisions, & the overall organization are designed at the macro level Technology - the tools, knowledge, and/or techniques used to transform inputs into outputs

Open Systems View of Organization :

Open Systems View of Organization Outputs: Products Services Inputs: Material Capital Human Task environment: Competitors Unions Regulatory agencies Clients People (Actors) Structure Task Technology Organizational Boundary

Formal vs. Informal Organization:

Formal vs. Informal Organization Formal Organization - the official, legitimate, and most visible part of the system Informal Organization - the unofficial and less visible part of the system Hawthorne Studies: studies conducted during the 1920’s and 1930’s that discovered the existence of the informal organization.

Formal & Informal Elements of Organizations:

Formal & Informal Elements of Organizations Formal organization (overt) Goals & objectives Policies & procedures Job descriptions Financial resources Authority structure Communication channels Products and services Social Surface Informal organization (covert) Beliefs & assumptions Perceptions & attitudes Values Feelings, such as fear, joy anger, trust, & hope Group norms Informal leaders Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Challenges to Managing Organizational Behavior:

Challenges to Managing Organizational Behavior Increasing globalization of organizations’ operating territory Increasing diversity of organizational workforces Continuing demand for higher levels of moral & ethical behavior at work Continuing technological innovation with its companion need for skill enhancement

Learning about Organizational Behavior:

Learning about Organizational Behavior Learning Activity Development of specific skills** and abilities Mastery of basic objective knowledge* Application Of knowledge And skills The Real World Theories, Research, Articles Exercises, Questionnaires Organizational & Work Context Science Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved You Pedagogical Features

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Skill Development Objective Knowledge Knowledge that results from research and scientific activities The mastery of abilities essential to successful functioning in organizations

Learning from Structured Activity:

Learning from Structured Activity Conclusions based on the systematic review (e.g., the group did better) New or modified knowledge or skills (e.g., consensus group decisions are Better) Systematic review of the structured activity (e.g., compare individual & group results) Individual or group structured activity (e.g., group decision activity) Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Three Assumptions Required for Learning from Structured Activity :

Three Assumptions Required for Learning from Structured Activity Each student must accept responsibility for his/her own behavior, actions, & learning Each student must actively participate in the individual/group structured learning activity Each student must be open to new information, new skills, new ideas, and experimentation

Trends Affecting Managers:

Trends Affecting Managers Industrial restructuring Increased amount & availability of information Need to attract & retain the best employees Need to understand human & cultural differences Rapid shortening of response times in all aspects of business TRUST SECURITY PREDICTABILITY

PowerPoint Presentation:

Knowledge = Power in Understanding Trends Information Theories Facts Knowledge Base

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