logging in or signing up ORGANISATIONAL BEHAVIOR ravivaid27 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1940 Category: Education License: All Rights Reserved Like it (2) Dislike it (0) Added: June 25, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: kaunain1985 (22 month(s) ago) its a good one Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript ORGANISATIONAL BEHAVIOR : ORGANISATIONAL BEHAVIOR MAJOR CHALLENGES TODAY : MAJOR CHALLENGES TODAY Inconsistent Economy But at organisational level: Advanced Information Technology Globalisation Diversity Contd… : Contd… But: Managing the people – the human resources of the organisation have been, are and will continue to be the major challenge and of critical competitive advantage. (Eg. HHRPK, Lagaan Team Work) Contd… : Contd… Sam Walton, the founder of Wal Mart once said: “People are the Key !” Technology can be purchased or copied; it levels the playing field. The people on the other hand, cannot be copied. Their ideas, personalities, motivation and organisation culture, values cannot be copied. Contd… : Contd… The human resources of an organisation and how they are managed represent the competetive advantage of today’s and tomorrow’s organisations and are widely recognised as : Human Capital, Social Capital and Positive Psychological Capital. Contd… : Contd… Human Capital: What you know- Education, experience, skills. Social Capital: Who you know – networks, connections, friends. Positive Psychological Capital: Who you are- Confidence, hope, optimism and Who you can become- one’s possible authentic self. THE IMPORTANCE OF HUMAN RESOURCE : THE IMPORTANCE OF HUMAN RESOURCE Bill Gates once said: “The inventory, the value of my company, walks out of the door every evening.” Andrew Carnegie said: “Take away my people but leave my factories, and soon grass will grow on factory floors. Take away my factories and leave my people, and soon we will have a new and better factory. ” WHAT IS BEHAVIOR : WHAT IS BEHAVIOR As per the Illustrated Oxford Dictionary and Concise Oxford Dictionary: “The way one conducts oneself or behaves, the treatment of others or moral conduct. The way in which an animal or person responds to a situation or stimulus is known as behavior.” WHAT IS BEHAVIORALISM : WHAT IS BEHAVIORALISM As per concise Oxford Dictionary: “The methods and principles of the scientific study of human behavior, advocacy of, or adherence to a behavioral approach to social phenomenon.” UNDERSTANDING BEHAVIOR : UNDERSTANDING BEHAVIOR Managers need three levels of expertise: They must understand the pasta nd current behavior Be able to predict behavior Learn to direct, change and control behavior. WHAT IS ORGANISATIONAL BEHAVIOR (OB) : WHAT IS ORGANISATIONAL BEHAVIOR (OB) Definition of OB: “A field of study that investigates the impact that individuals, groups and structure have on behavior within organisations, for the purpose of applying such knowledge towards improving an organisation’s effectiveness.” WHAT DOES OB STUDY : WHAT DOES OB STUDY It studies three determinants of behavior in organisations: Individuals Groups Structure OB applies the knowledge gained about individuals, groups and effect of structure on behavior in order to make organisations work more effectively. Contd… : Contd… Therefore, OB is concerned with the study of what people do in an organisation and how the behaviors affect the performance of the organisations. OB basically deals with behavior related to: Jobs Absenteeism Employment Turnover Productivity Human performance Management CONTRIBUTING DISCIPLINES TO THE FIELD OF OB : CONTRIBUTING DISCIPLINES TO THE FIELD OF OB OB is an applied behavioral science that is built on number of behavioral disciplines. Predominant areas are: Psychology Social Psychology Sociology Anthropology Political Science Contd… : Contd… Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Social Psychology: An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Contd… : Contd… Sociology: The study of people in relation to their social environment or culture. Anthropology: The study of societies to learn about human beings and their activities. Political Science: The study of the behavior of individuals and groups within a political environment. WHAT MANAGERS DO? : WHAT MANAGERS DO? Managers: Individuals who achieve goals through other people. Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Contd… : Contd… Organisation: A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. MANAGEMENT FUNCTIONS : MANAGEMENT FUNCTIONS In the early part of the twentieth century, a French industrialist, Henry Fayol wrote that all managers perform five management functions: Planning, Organising, Command, Control and Coordinate. Today they have been condensed into four: Planning, Organising, Leading, Controlling. Contd… : Contd… Planning: A process that includes defining goals, establishing strategy and developing plans to integrate and coordinate activities. Organising: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Contd… : Contd… Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts. Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. MANAGEMENT ROLES : MANAGEMENT ROLES Henry Mintzberg, after a careful study of five executives to determine what these managers do on their jobs, concluded that they perform ten different, highly interrelated roles-or set of behaviors. These are grouped together as being primarily three major jobs, as under: Interpersonal roles Informational Roles Decisional roles. INTERPERSONAL ROLES : INTERPERSONAL ROLES Figurehead: Symbolic head; required to perform a number of routine duties of a legal or social nature. Leader: Responsible for the motivation and direction of employees. Liaison: maintains a network of outside contacts who provide favors and information. INFORMATIONAL ROLES : INFORMATIONAL ROLES Monitor: Receives wide variety of information, serves as a nerve center of internal and external information of the organisation. Disseminator: Transmits information received from outsiders or from other employees to members of the organisation. Spokesperson: Transmits information to outsiders on organisations plans, policies, actions and results; serves as expert on organisations industry. DECISIONAL : DECISIONAL Entrepreneur: Searches organisation and its environment for opportunities and initiates projects to bring about change. Disturbance handler: Responsible for corrective action when organisation faces important, unexpected disturbances. Resources Allocator: makes or approves significant organisational decisions. Negotiator: Responsible for representing the organisation at major negotiations. MANAGEMENT SKILLS : MANAGEMENT SKILLS Robert Katz has defined three essential management skills: Technical Human Conceptual Contd… : Contd… Technical Skills: The ability to apply specialised knowledge or expertise. Human Skills: The ability to work with, understand and motivate other people, both individually and in groups. Conceptual Skills: The ability to analyse and diagnose complex situations. CHALLENGES AND OPPORTUNITIES FOR OB : CHALLENGES AND OPPORTUNITIES FOR OB Fundamental Assumptions of Contemporary OB: Organisations can be made more productive while also improving the quality of people’s work life. There is no one best approach to studying behavior in the organisations. Organisations are dynamic and ever changing. FORCES SHAPING OB TODAY : FORCES SHAPING OB TODAY The field of OB is highly related to several economic, social and cultural trends in today’s society. These include: Globalisation of Economy. Diversification of the workforce. Development of flexible new working arrangements. Technological advances creating new organisational forms. The quality revolution. IMPORTANT TERMINOLOGIES : IMPORTANT TERMINOLOGIES Globalisation: The process of interconnecting the world’s people regarding the cultural, economic, political, technological and environmental aspects of their lives. Multinational Corporations: Organisations with significant spread throughout various nations but headquartered in a single nation. Contd… : Contd… Expatriates: People who are citizens of one country but live and work in another country. Culture: the set of values, customs and beliefs people have in common with other members of a social unit. (Eg: A nation). Contd… : Contd… Multicultural Society: A society with many different racial, ethnic, socioeconomic and generational subgroups, each with its own culture. Sub culture: A smaller cultural subgroup, having its own well defined culture, operating within larger, primary culture. You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
ORGANISATIONAL BEHAVIOR ravivaid27 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1940 Category: Education License: All Rights Reserved Like it (2) Dislike it (0) Added: June 25, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: kaunain1985 (22 month(s) ago) its a good one Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript ORGANISATIONAL BEHAVIOR : ORGANISATIONAL BEHAVIOR MAJOR CHALLENGES TODAY : MAJOR CHALLENGES TODAY Inconsistent Economy But at organisational level: Advanced Information Technology Globalisation Diversity Contd… : Contd… But: Managing the people – the human resources of the organisation have been, are and will continue to be the major challenge and of critical competitive advantage. (Eg. HHRPK, Lagaan Team Work) Contd… : Contd… Sam Walton, the founder of Wal Mart once said: “People are the Key !” Technology can be purchased or copied; it levels the playing field. The people on the other hand, cannot be copied. Their ideas, personalities, motivation and organisation culture, values cannot be copied. Contd… : Contd… The human resources of an organisation and how they are managed represent the competetive advantage of today’s and tomorrow’s organisations and are widely recognised as : Human Capital, Social Capital and Positive Psychological Capital. Contd… : Contd… Human Capital: What you know- Education, experience, skills. Social Capital: Who you know – networks, connections, friends. Positive Psychological Capital: Who you are- Confidence, hope, optimism and Who you can become- one’s possible authentic self. THE IMPORTANCE OF HUMAN RESOURCE : THE IMPORTANCE OF HUMAN RESOURCE Bill Gates once said: “The inventory, the value of my company, walks out of the door every evening.” Andrew Carnegie said: “Take away my people but leave my factories, and soon grass will grow on factory floors. Take away my factories and leave my people, and soon we will have a new and better factory. ” WHAT IS BEHAVIOR : WHAT IS BEHAVIOR As per the Illustrated Oxford Dictionary and Concise Oxford Dictionary: “The way one conducts oneself or behaves, the treatment of others or moral conduct. The way in which an animal or person responds to a situation or stimulus is known as behavior.” WHAT IS BEHAVIORALISM : WHAT IS BEHAVIORALISM As per concise Oxford Dictionary: “The methods and principles of the scientific study of human behavior, advocacy of, or adherence to a behavioral approach to social phenomenon.” UNDERSTANDING BEHAVIOR : UNDERSTANDING BEHAVIOR Managers need three levels of expertise: They must understand the pasta nd current behavior Be able to predict behavior Learn to direct, change and control behavior. WHAT IS ORGANISATIONAL BEHAVIOR (OB) : WHAT IS ORGANISATIONAL BEHAVIOR (OB) Definition of OB: “A field of study that investigates the impact that individuals, groups and structure have on behavior within organisations, for the purpose of applying such knowledge towards improving an organisation’s effectiveness.” WHAT DOES OB STUDY : WHAT DOES OB STUDY It studies three determinants of behavior in organisations: Individuals Groups Structure OB applies the knowledge gained about individuals, groups and effect of structure on behavior in order to make organisations work more effectively. Contd… : Contd… Therefore, OB is concerned with the study of what people do in an organisation and how the behaviors affect the performance of the organisations. OB basically deals with behavior related to: Jobs Absenteeism Employment Turnover Productivity Human performance Management CONTRIBUTING DISCIPLINES TO THE FIELD OF OB : CONTRIBUTING DISCIPLINES TO THE FIELD OF OB OB is an applied behavioral science that is built on number of behavioral disciplines. Predominant areas are: Psychology Social Psychology Sociology Anthropology Political Science Contd… : Contd… Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Social Psychology: An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Contd… : Contd… Sociology: The study of people in relation to their social environment or culture. Anthropology: The study of societies to learn about human beings and their activities. Political Science: The study of the behavior of individuals and groups within a political environment. WHAT MANAGERS DO? : WHAT MANAGERS DO? Managers: Individuals who achieve goals through other people. Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Contd… : Contd… Organisation: A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. MANAGEMENT FUNCTIONS : MANAGEMENT FUNCTIONS In the early part of the twentieth century, a French industrialist, Henry Fayol wrote that all managers perform five management functions: Planning, Organising, Command, Control and Coordinate. Today they have been condensed into four: Planning, Organising, Leading, Controlling. Contd… : Contd… Planning: A process that includes defining goals, establishing strategy and developing plans to integrate and coordinate activities. Organising: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Contd… : Contd… Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts. Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. MANAGEMENT ROLES : MANAGEMENT ROLES Henry Mintzberg, after a careful study of five executives to determine what these managers do on their jobs, concluded that they perform ten different, highly interrelated roles-or set of behaviors. These are grouped together as being primarily three major jobs, as under: Interpersonal roles Informational Roles Decisional roles. INTERPERSONAL ROLES : INTERPERSONAL ROLES Figurehead: Symbolic head; required to perform a number of routine duties of a legal or social nature. Leader: Responsible for the motivation and direction of employees. Liaison: maintains a network of outside contacts who provide favors and information. INFORMATIONAL ROLES : INFORMATIONAL ROLES Monitor: Receives wide variety of information, serves as a nerve center of internal and external information of the organisation. Disseminator: Transmits information received from outsiders or from other employees to members of the organisation. Spokesperson: Transmits information to outsiders on organisations plans, policies, actions and results; serves as expert on organisations industry. DECISIONAL : DECISIONAL Entrepreneur: Searches organisation and its environment for opportunities and initiates projects to bring about change. Disturbance handler: Responsible for corrective action when organisation faces important, unexpected disturbances. Resources Allocator: makes or approves significant organisational decisions. Negotiator: Responsible for representing the organisation at major negotiations. MANAGEMENT SKILLS : MANAGEMENT SKILLS Robert Katz has defined three essential management skills: Technical Human Conceptual Contd… : Contd… Technical Skills: The ability to apply specialised knowledge or expertise. Human Skills: The ability to work with, understand and motivate other people, both individually and in groups. Conceptual Skills: The ability to analyse and diagnose complex situations. CHALLENGES AND OPPORTUNITIES FOR OB : CHALLENGES AND OPPORTUNITIES FOR OB Fundamental Assumptions of Contemporary OB: Organisations can be made more productive while also improving the quality of people’s work life. There is no one best approach to studying behavior in the organisations. Organisations are dynamic and ever changing. FORCES SHAPING OB TODAY : FORCES SHAPING OB TODAY The field of OB is highly related to several economic, social and cultural trends in today’s society. These include: Globalisation of Economy. Diversification of the workforce. Development of flexible new working arrangements. Technological advances creating new organisational forms. The quality revolution. IMPORTANT TERMINOLOGIES : IMPORTANT TERMINOLOGIES Globalisation: The process of interconnecting the world’s people regarding the cultural, economic, political, technological and environmental aspects of their lives. Multinational Corporations: Organisations with significant spread throughout various nations but headquartered in a single nation. Contd… : Contd… Expatriates: People who are citizens of one country but live and work in another country. Culture: the set of values, customs and beliefs people have in common with other members of a social unit. (Eg: A nation). Contd… : Contd… Multicultural Society: A society with many different racial, ethnic, socioeconomic and generational subgroups, each with its own culture. Sub culture: A smaller cultural subgroup, having its own well defined culture, operating within larger, primary culture.